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Sales Tips: Scripted versus Tailored Sales Presentations

Posted by Jill Perez on Mar 22, 2017 8:30:00 AM

Sales Tips: Scripted vs. Tailored Sales Presentations

By Connie Schlosberg, Primary Intelligence

Sales PresentationIs it better to have a scripted sales presentation or a tailored one? The guiding principle in any sales process should be listening to your buyer and tailoring your sales presentations to meet your buyer’s unique business needs.

Then again, having a template for your presentation is helpful because you don’t have time to reinvent the wheel every time you need to present to a new prospect. Just plug and play, copy and paste. Makes sense, right?

Scripted versus Tailored Sales Presentations

First of all, as part of the sales process, of course, it makes sense to have a presentation template available. We know what you’re thinking: Everyone’s busy and there’s no time for creating sales collateral for just one prospect.

However, we wouldn’t recommend ruining your chances of winning a sales opportunity by sacrificing just a short amount of time it will take to get to know your buyer and their preferences.

For example, our program consultant interviewed a buyer who complained that our client’s presentation felt too mechanical, stale, and rehearsed. The buyer said the sales team’s presentation sounded scripted and boring. Needless to say, our client lost the sales opportunity.

Sales Presentation Templates: Wash, Rinse, Don’t Repeat

The sales team used a script that was based on an approach that they found to be effective with other prospects. The buyer even admitted they were fine with that approach the first time. However, when they heard the same script in follow-up presentations, it came across as disingenuous.

The buyer revealed the competitor’s sales presentation was more casual and the sales team spent the time understanding the business needs and talking directly to those needs.

What’s the Most Effective Approach?

Nonetheless, we’re not against scripted sales presentations. Some buyers prefer the scripted approach to ensure everything is covered. Others prefer a problem-solving type of session. Do some homework on your buyer to figure out their preference. Or simply, ask the buyer before you develop the sales pitch to see which one would be most effective for them. (Read “Why Knowing Your Buyer is the Key to Successful Sales Presentations” for more best practices.)

No matter what, if you give them the wrong sales presentation, odds are you’re going to lose no matter how exceptional your solution is.

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Sales Tips: Buyer Intelligence Is Direct Catalyst for Increasing Sales

Posted by Jill Perez on Mar 15, 2017 3:55:37 PM

Sales Tips: Why Accurate, Actionable Buyer Intelligence Is a Direct Catalyst for Changes

By Heather McDougald, Director of Sales Operations, Primary Intelligence

At our Outcomes 2016 Conference, I attended the roundtable discussion on the topic “Obtaining Sales Team Buy-In.” A Win Loss program is far more successful when the sales team is fully supportive of the program’s goals and processes. But how do we get them there? I suggested to the group that we talk about a win loss program as another sales enablement tool. Our CEO Ken Allred had just explained in the General Session that he started Primary Intelligence to “help salespeople sell more.”

Another member of the group suggested that win loss is a catalyst for change. It’s true. The principal motivation for uncovering buyer experiences is to inform the orgCatalyst for Salesanization how it can grow by aligning their efforts with prospect and customer needs, wants, and preferences.

So which is it? Is your win loss program a sales enablement tool? Or is it a catalyst for organizational change?

It’s both.

Accurate, actionable buyer intelligence is a direct catalyst for changes that increase sales.

The problem with focusing on win loss as a change catalyst, though, is messaging. People tend to resist change. In contrast, people embrace the notion of being more successful. So, get the buy-in you need by promoting the promise of their individual success while applying the best practices of change implementation.

Four Best Practices to Get Organizational Buy-in

  1. “WIIFM.” Winning your sales team over to supporting a win loss program is one of those rare organizational change efforts with a great answer to the “WIIFM” problem. When your sales rep says (or doesn’t say out loud but thinks) “What’s In It For Me?,” the answer is, “a higher win rate and increased commissions.” Not many organizational changes have a direct line to individual success like this. Take full advantage.

  2. Clearly communicate your goal as improvement rather than punishment. Ken emphasized this in his presentation and we regularly reiterate this commitment in our own company’s win loss program. No one wants to participate in his or her own flogging. A win loss program should never be applied to vilify or embarrass individual shortcomings or failures, but instead as a tool to educate, train, and assist your team in becoming more successful. A clear commitment to this goal will lower resistance to participation and increase acceptance of the intel that is collected. (Download The Win Loss Witch-hunt eBook for best practices on sales team training.)

  3. Be firm but patient. Resistance to new programs, new ideas, and new ways of thinking is not malicious. Someone who’s done something the same way for a while, who feels successful in his/her role, is naturally going to mistrust change efforts and will defend an entrenched position. At times, it may feel unreasonable or insubordinate, but if your organization is one that encourages honesty from employees and respectful disagreement, reacting too strongly to resistance can crush your healthy, open culture. Give your people an opportunity to express their point of view, but explain clearly that once a strategy or tactical decision has been made, everyone is expected to get behind it. Thereafter, persist. Continue to communicate what is expected, hold people accountable, and repeat the reasons why the change is being made.

  4. Celebrate success. This isn’t just a form of reward but is also a great way to move those last holdouts to get on board. Proof that the win loss program is making their colleagues more successful is proof that the program is a good idea. Resistance will be seen as self-defeating.

This best practice should help you achieve sales team buy-in with a win loss program and, equally important, with the changes you need to implement based on the buyer intel you collect.

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Sales Tips: A Business Case for Business Cases

Posted by Jill Perez on Mar 15, 2017 12:58:02 PM

Sales Tips: Deferring Test Drives

By John Holland, Chief Content Officer, CustomerCentric Selling®

Test DriveAfter deciding you need to buy a new car it would be unusual behavior to start randomly visiting car dealerships to take test drives until you find the car you feel is the best match for your needs. People don’t have the time or the inclination to do so.

A more efficient approach would be to evaluate your needs, decide what you can afford to pay and create a “short list” of cars that fit your criteria (sometimes with the help of Consumer Reports, JD Powers, social networking, etc.). This will usually yield a list of 5 or fewer options and you would then start looking at these cars at dealerships and decide which you deem worthy to test drive.

Over the last 15 years or so there has been a frenzy of what has been erroneously been referred to as “buying activity” for B2B vendors selling complex offerings. In many cases without initiatives and budgets from senior executives, mid to lower level staff take it upon themselves to start product evaluations that amount to doing test drives before determining desired business outcomes and approximate costs so value can be estimated. 

The Internet allows today’s buyers to do research on cars and reduce the number of car salespeople they have to deal with. In B2B situations, mid to lower level staff fear that salespeople will somehow manipulate or take advantage of them. For technology offerings many researchers have scars from past unrealistic seller claims about the ease of use and implementation. 

The unfortunate result is that self-appointed “buying” committees are bad for prospect organizations because time is wasted. If and when contacted, vendors and sellers deal with people that have already made up their minds about their requirements and will be reluctant to change them. In most cases business issues and potential value have not been determined. If and when researchers ask for budget, how likely is it that “no decision” outcomes will cause product evaluations to grind to a halt?

Selling has been viewed as a zero sum game. It would be in everyone’s best interest if business cases were built to make cursory attempts to determine if the potential benefit can justify the cost of offerings. 

The first core concept of CustomerCentric Selling® is: Bad news early is good news. In 2002 this was from a seller’s perspective that unless buyers share business issues, sales cycles have not begun. I hope you would agree prospects would also benefit if financial cases were analyzed before spending time, effort and resources on product evaluations.

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Sales Tips: Buyers Are NOT Always Right?

Posted by Jill Perez on Mar 15, 2017 4:26:51 AM

Sales Tips: Buyers Are NOT Always Right

By John Holland, Chief Content Officer, CustomerCentric Selling® - The Sales Training Company

0-mtg-w-buyer.jpgWhen I started in Sales, a common phrase was that "the customer/buyer is always right." While I’ve always believed sellers should respect buyers, nobody I know is right all of the time. I’d like to share a situation where it was appropriate to challenge a buyer’s opinion.

Several years ago a new CCS® Business Partner asked me to make a call with him on a VP of Sales that he had known a long time. He felt the VP would be a good candidate for implementing our sales process. The three of us met for lunch and after a few minutes of rapport building, we started discussing some of the challenges the prospect was experiencing.

He initially indicated things were going fairly well, but after a few more minutes said the majority of his sellers weren’t making his numbers. He went on to say that he didn't feel that there would be much benefit in doing any sales training for his staff. He then asked if CCS® did anything in helping sellers improve their presentation skills. I shared with him that we didn't, but there were some other people that I’d be happy to put him in touch with.

One option was to finish the lunch and at the end of our call share some empty words about any future needs that might arise. I was mildly upset the Business Partner hadn’t uncovered some areas for discussion prior to our meeting, but what really bothered me was his thought that improved presentation skills would allow his staff to drive higher revenue.

With little to lose, I asked: How much impact do you feel improved presentation skills will have on driving higher revenue?  He hesitated for several seconds and seemed surprised in admitting that it was unlikely that better presentation skills would address his revenue shortfall. We then went on to have a detailed discussion about the underlying reasons many of his reps weren’t achieving quota.

Earlier in my sales consulting career, I probably would have challenged him sooner and more directly. In hindsight, admitting that I couldn’t help in presentation skills and offering him others that could, allowed me a little later in the call to challenge the direction he planned to take with his sales staff.

Download Episode 18 Listen to PART 2 of our conversation with bestselling author and consultant, Geoffrey Moore on Sales Rehab!

Register for one of our sales training workshops to improve sales performance through a buyer-oriented sales process, or read more sales training articles for helpful sales tips and techniques from CustomerCentric Selling® - The Sales Training Company.

Sales Tips: When IS a Good Time for Training?

Posted by Jill Perez on Mar 15, 2017 4:26:30 AM

Sales Tips: When IS a Good Time for Training?

By Frank Visgatis, President/COO, CustomerCentric Selling®

sales teamI took my first formal sales training in 1986 as a rookie sales rep with a newspaper production automation vendor based out of Boston. To say I went willingly would be quite a stretch.

When my district sales manager informed me that I would be participating in a four-day long training program that had nothing to do with the features or functionality of my product but was actually about "sales as a process," I balked. I had cold calls to make, demos to attend, proposals to write and business to close. How could I be expected to take four valuable days to be "trained" on something I already knew how to do?

What I learned during those four days helped me to understand something profound - how much I didn't know. It was the first step in a journey I embarked on that continues to this day - to learn and evaluate all aspects of the profession of selling.

Over the past several decades, as I've interacted with the senior management of hundreds of different organizations, an oft-voiced concern is the length of time we recommend they invest in order to effect behavioral change within their sales organization. When confronted with the reality that "doing things right" often requires, at a minimum, the better part of a weeklong commitment out of the field, the heels begin to dig in:

  • "We have too much going on to spend that much time."

  • "Reps will lose deals if they're out of their territory too long."

  • "It's just not a good time to do training."

Valid concerns? Perhaps. However, have you ever wondered what the impact is of NOT taking time out of the field? Or what if we try to cram a week of learning into a day or two?

According to the results of a survey we conducted in conjunction with Sales Benchmark Index (Best Practices of World-class Sales Organizations), the organizations that qualify as "world-class" invest an average of 40 hours per year in proactively training their salespeople. That's 25 hours MORE than their benchmark peers and a whopping 38 hours more than the bottom quartile.

But what do they get for their investment?

According to Sir Isaac Newton's Third Law, "for every action, there is an equal and opposite reaction." So what is the "opposite reaction" to taking time out of the field to invest in training? According to Best Practices of World-class Sales Organizations, it is improved sales productivity as measured by the length of the sell cycle. Those "world-class" organizations that invest those additional 25 hours compared to their benchmark peers enjoy a sell cycle that averages 45 days LESS. When compared to the bottom quartile, the savings is 105 days.

How many more sell cycles could you fit into your quota-driven year if you had an extra 45 to 105 days per active sell cycle you're currently managing?

When I conduct a training program, whether it be for one of my clients, or via one of the public sessions I conduct on a regular basis, I often hear the complaint directly from salespeople that they "don't need more training" - what they need is time management. They feel they just have too many balls in the air. However, if we look at the time we spend honing our skills and improving our knowledgebase as an "investment" rather than an "expense," we realize that those four days will typically translate to a 45 day savings on our average sell cycle. Given that the average salesperson has two to six serious sell cycles they are attempting to manage at any given point in time, they are really buying themselves one of the most precious and elusive commodities in the world - time.

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Sales Tips: Reality Check for Sales Management

Posted by Jill Perez on Mar 15, 2017 4:26:12 AM

Sales Tips: Reality Check for Sales Management

By Gary Walker, EVP of Channel Sales & Operations, CustomerCentric Selling®

sinking-ship.pngAre you the senior leader of an underperforming sales team?

Unlike other senior executives whose performance may not be as measurable and visible, when the sales organization is underperforming you don’t need to wait to be called into the CEO’s office to be told you have a problem. You know it. Everybody in the organization knows it.

I hope you don’t think that I’m trying to embarrass you by asking this question. I’m simply trying to see if you’ll acknowledge it. I find so many senior sales executives who, for whatever reason, don’t want to acknowledge the fact that they have a performance problem that needs to be addressed. They will continue to limp along, professing things will get better, when they have no real plan for dealing with an underperforming sales team.

Their lives consist of stressful senior executive meetings (where they get grilled about the team’s performance); missed monthly revenue forecasts; acquiescing to salespeople’s excuses; placing people on performance plans; directing their salespeople to work harder, and pursuing a traditional approach to selling that is no longer appropriate for today’s marketplace. That’s right, the marketplace has changed. How organizations research, evaluate, and purchase your offering has changed.

If your sales team is failing to meet its revenue goals, despite everything else that is going on, you’re ‘underperforming.’ I don’t know of any senior sales executive who wants to be saddled with that label. It’s embarrassing, discouraging and potentially career shortening. Look at former Dallas Cowboys football coach Tom Landry. After 29 years and a dismal 3-13 performance by the Dallas Cowboys in 1989, the Cowboys fired the only coach they ever had. Don’t let the same thing happen to you. 

The good news is that you can correct an underperforming sales team. I see it all the time. It’s possible to turn it around and save your reputation by acknowledging the problem, having a sincere approach, and by implementing a consistent, repeatable sales process; that salespeople can be taught to execute; management can monitor, coach and inspect; is aligned with your marketplace; and represents your company’s best sales practices.

Do yourself, your sales team, and your company a favor. Don’t wait to be told what to do. Proactively seek assistance. With help, you can correct an underperforming sales team. 

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Need some help to increase sales? Take a look at the sales training workshops available to get started and improve sales performance. Your Roadmap to Revenue Growth® awaits!

Sales Tips: How to Start Your New Year Right

Posted by Jill Perez on Mar 15, 2017 4:25:28 AM

Sales Tips: How to Start Your New Year Right

By John Holland, Chief Content Officer, CustomerCentric Selling® - The Sales Training Company

lead_gen_pipelineI hope this was a good year. Sellers face a new year that likely includes higher quotas. Many take comfort in having large numbers of opportunities in their pipelines. Inadvertently their focus is on quantity rather than quality.

To avoid starting 2017 with unqualified pipelines, consider taking a hard look at quotes or proposals more than 60 days old. Proposals, like radioactive material, have half-lives. Probabilities of closing fade with every passing week. Rather than continue to hope stale proposals close, consider taking more decisive steps by withdrawing them. Buyers may be drifting toward ‘no decision’ or have already awarded the business to other vendors but haven’t told you. Shouldn’t you find out?

Clean House
Consider sending return receipt requested withdrawal letters to prospects for proposals that have been out there too long. Each letter should merely state that you want to notify the buyer that you are withdrawing the proposal dated xx/xx/2016 and ask them to contact you if they have any questions. The two most likely outcomes: 

  1. The prospect doesn’t contact you. You can assume another vendor was awarded the business or no decision was made. Remove that proposal from your pipeline.
  2. The prospect contacts you and explains where things stand with your proposal. During this conversation you may be able to rekindle interest in your offering with the possibility of issuing a revised quote or proposal.

Be Realistic
One of the keys to getting off to a good start is to realistically grade your pipeline. Eliminating stale proposals in the next few weeks will allow you to realize if you have enough qualified opportunities. A Sales Benchmark Index study found 52% of sales cycles end in “no decision”. The most common reasons are:

  • No business goals were uncovered
  • No vision
  • No value
  • No access to power
  • No plan for evaluating offerings was aligned with a prospect’s buying process

Be sure you have all bases covered if and when you issue proposals. I hope this can help you make 2017 a prosperous year.

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Register for a sales training workshop or read more sales training articles for helpful sales tips and techniques from CustomerCentric Selling® - The Sales Training Company.

Sales Tips: How to Determine WHERE Your 2017 Revenue Will Come From

Posted by Jill Perez on Mar 15, 2017 4:24:45 AM

Sales Tips: How to Plan Your 2017 for Success

By Gary Walker, EVP of Channel Sales & Operations, CustomerCentric Selling® - The Sales Training Company

New YearI remember my first year as a salesperson, the only thing that changed for me on January 1st was the date, my sales compensation plan, and the amount of revenue I was being asked to generate over the next twelve months. My business plan (if you want to call it one) was simply to work on the pipeline I brought with me from the previous year. I had no proactive plan in place as to HOW I was going to generate the revenue that I was being tasked with generating. None!

I realized very quickly that if I was going to fulfill my revenue obligation to my employer and earn the amount of money I wanted to make, I was going to have to come up with a plan - a Territory Sales Plan. Unfortunately, there wasn’t a system, a plan, a course, or a book that I could I could turn to that would tell me what to do and how to do it. However, what I did have was basic management training, skills, and education. It was time to apply those basic management skills (planning, organization, delegation, and control) to my sales territory and job function.

I’ve outlined below a series of steps, a process, that you can follow to begin gathering the information you need to develop your own 2017 Territory Sales Plan.

Step 1: Timing

Here it is, New Years. Almost as important as where to begin is when to begin. If you were thinking you were going to rely on what you didn’t close in 2016, you are a little late to the party. The reality: If you don’t close anything this January, you’re going to have to close twice as much in February just to make year-to-date (YTD) quota! That’s a tall order even for the most accomplished salesperson. The time to begin developing your 2017 Territory Sales Plan is NOW. 

Step 2: Analysis

Before you begin to lay out your plan, you first need to analyze:

  • 2016 Business, specifically who did you close, what did they buy, where did they come from, and what was the average dollar value of the sales/transaction?
  • WIN Rate: What is your win rate when presented with a qualified opportunity?
  • Sales History: Are some months or quarters more prolific than others?
  • Discounting: What has it cost you in 2016?
  • Vertical markets: Are you having greater success in one vertical versus another?
  • Existing Pipeline: Who won’t close that you will be carrying over into 2017?
  • Products Offerings: Existing products and/or services, new products and/or services and planned price changes?
  • Existing Customers: What haven’t they purchased, why would they need it, and who do you need to speak with in order to initiate a sales cycle?
  • 2017 Compensation Plan: What will your sales revenue requirement be in 2017?
  • Personal Income Requirement: What do you want to make in 2017?

GoalsStep 3: Set Goals

Based on your analysis of your customer base, prospects and 2017 revenue requirements, you need to establish goals for what you need to accomplish. Things to consider include:

  • How many WINs do you need in order to make your revenue quota? A simple way of establishing that would be to take your 2017 annual revenue requirement divided by the average dollar value of the sales/transaction. That will provide you the number of estimated WINS you’ll need to close in 2017.
  • How many of those WINS do want to come from existing clients?
  • How many WINS from new name business?
  • How many WINS by each quarter?
  • Based on your WIN Rate, how many leads will you need to generate your new name business goal? 

Step 4: Strategies

How do you intend on reaching those goals? In addition to your individual lead generation efforts and responding to inbound inquiries, do you have any particular growth strategies for your territory?

  • Identify the ‘Top Ten’ prospects that you will carry into 2017.
  • Are there particular verticals/projects/situations where you have experienced greater success, and you would like to build upon that success?
  • Do you want to enhance your mix of business (new name account vs. existing accounts)?
  • Are trends emerging in the marketplace that align with your offering?
  • Were there Sales Ready Messages® that resonated with your prospects that you want to exploit?
  • Do you wish to increase account penetration with core products?
  • Will you build your ‘social network’ database and expand the use of referrals?

Step 5: Tactics

  • Top Ten Prospects carried over from 2016
    • Out of the top ten, identify your five best opportunities.
    • Prepare a tactical plan to convert each to ‘E’ status.
    • Schedule re-focus meetings to recap goals, reasons and the prospects’ solution.
    • Attempt to measure the cost of doing business today and confirm the value to the prospects organization.
    • Document the results via a Sales Process Control Letter.
    • Share the results with your manager.
  • ProspectingProspecting/New Business Development
    • Minimum of 10-20% of your time; 4 to 8 hours a week.
    • Build your pipeline to optimum strength to meet your revenue goal.
    • What specific technologies are available to you to enhance your productivity (LinkedIn, InsideView, Leads411, etc.)
    • What specific existing accounts, and which specific new name accounts will you pursue based on your strategies?
    • What specific method will you use to reach them: referrals, referrals via social networking, cold calls, emails, direct mail, webinars, group sales calls, etc.?
    • What specific Sales Ready Messages® will you use to cause them to engage?
    • In what order will you use the Sales Ready Messages® and with what frequency?
    • Use multiple methodologies in parallel.

Step 6: Plan Execution

  • Create a tactical calendar complete with dates and steps to be accomplished.
  • This is key. Give yourself ample time to execute each step in your plan.
  • Establish success metrics and measure you and your plan’s performance.
  • Monitor your own performance weekly!
  • Evaluate your pipeline strength on a weekly and monthly basis. Adjust your prospect activity based on that strength.
  • Watch for new and unexpected opportunities: vertical markets, trends, issue, etc.
  • If something isn’t working, don’t be afraid to change/modify your plan!
  • Plan your work and work your plan. 

Summary

I’m not going to say that exceptional sales performance doesn’t ‘just happen,’ because sometime it does…sometimes. However, the chances of it happening and the probability of you achieving your sales goals are much better when you have thought about HOW you are going to achieve it and have a plan in place to make it happen.

If you’re a sales manager reading this article, your role is to accomplish your company’s sales goals through the people that report to you. Your job isn’t simply to parachute in at the eleventh hour and close your salespeople’s business for them.

  • Ask your salespeople to develop a 2017 Territory Sales Plan
  • Provide them with the data (average transaction size, 2017 (revenue goals, etc.) they are going to need to effectively develop their plan
  • Facilitate its development by scheduling a one day planning session
  • Review it with each salesperson on a monthly basis. This activity will pay HUGE dividends to the salesperson, the sales manager and your company. 

Sales Training Workshops

Need some help to increase sales? Take a look at the sales training workshops available to get started and improve sales performance. Your Roadmap to Revenue Growth® awaits!

Sales Tips: Proactively Gaining Access to High Levels

Posted by Jill Perez on Mar 15, 2017 4:24:24 AM

Sales Tips: Proactively Call at High Levels, Reap the Benefits

By John Holland, Chief Content Officer, CustomerCentric Selling® - The Sales Training Company

sales tips for gaining access to executivesIn last week's blog I offered suggestions for (reactively) gaining access to Key Players when sellers are contacted by lower level staff within prospect organizations. Inbound contacts usually provide sub-optimal entry points. Upward access is the hardest road to travel. Without identifying potential value many product evaluations will ultimately fall under their own weight. These “no decision” outcomes waste vendors’ as well as prospects’ time and resources.

Non-Key Player product evaluations violate Steven Covey’s sage wisdom to “start with the end in mind.” It makes little sense for non-Key Players to go to great lengths to evaluate offerings of multiple vendors having no idea if the potential value will justify the expenditure. 

When sellers proactively initiate buying cycles with Key Players:

  • Sales cycles can be shorter

  • Transactions larger

  • Win rates higher.

To start as Column A, sellers must proactively:

  • Take Key Player levels from latent to active need (identify buyer goals)

  • Diagnose the barriers to achieving them

  • Articulate the specific capabilities that empower the buyer to achieve the desired results

Access to Key Players can be dangerous if sellers aren’t prepared to talk about business outcomes rather than offerings. These initial Key Player discussions should be 180 degrees from inbound calls. The focus should be areas of potential value with minimal discussions of offerings. This approach aligns with the way senior executives want to buy.

gaining access to high levelsKey Player calls are dangerous because sellers usually get only one shot. Key Players do the seller’s job of qualifying opportunities. If meetings end with no follow-up, it’s over as quickly as it began. If there are follow-up steps, the buyer perceives potential value and buying cycles begin. Beyond that it is unlikely other vendors will be evaluated concurrently. Key Players don’t have the time. They can have their staff bring in other vendors for leverage if it appears they want to do business with Column A.

If the initial Key Player call goes well, the seller may find access to other Key Players (downward or laterally) is volunteered without asking for it, a sure sign the call went well and the seller is Column A. At other times sellers can summarize the goal, barriers and capabilities in an email along with a request for introductions to the other Key Players the seller needs to have conversations with in order to sell, fund and implement the offering. Calling on these other committee members is the only way to get an enterprise-wide view of the total potential value as various titles have different sources of benefits.

In proactively trying to initiate conversations, many sellers set their sights on entry points that are too low. When trying to cause prospects that weren’t looking to consider your offering it’s necessary to get to levels that can cause unbudgeted initiatives to be funded. My belief is that when sellers call higher in organizations the potential lists of business goals or issues are more predictable. Higher levels have fewer, more important objectives than levels that report to them. 

A seller’s entry point into an organization goes a long way toward determining success or failure in buying cycles. This saying applies: Don’t wait for your ship to come in. Row out to meet it.

  • Sellers can wait for inbound contacts, but should be aware there’s a lot of work to do and relatively low win rates. Beyond that it amounts to “in-basket” selling in taking whatever prospects come to you.

  • “Rowing out” is more challenging but the ability to target companies that fit ideal profiles and Key Player titles should yield higher close rates and transactions sizes

Would you prefer one opportunity started with a Key Player or ten nurtured leads with lower level staff that already feel they understand their requirements?

Sales Training Workshops

Need some help to increase sales? Take a look at the sales training workshops available to get started and improve sales performance. Your Roadmap to Revenue Growth® awaits!

Sales Tips: Understanding "No Decision" Losses

Posted by Jill Perez on Mar 15, 2017 4:23:47 AM

Sales Tips: No Decision Losses - The Good, Bad & Ugly

By Gary Walker, EVP of Channel Sales & Operations, CustomerCentric Selling® - The Sales Training Company

How long are you going to allow your sales organization to continue to lose good opportunities to No Decision before you take action?

No DecisionsIt wasn't even Christmas yet and I received a steady plethora of emails and telephone calls from salespeople and their managers complaining that opportunities that they were counting on for December had already been lost to No Decision. That’s right, LOST. No Decision is a decision to do nothing or to maintain status quo. If you think this is a sales phenomenon that will simply not happen again, or it will go away if you ignore it - think again.

The good news? It can be minimized - even eliminated - once you understand the obstacles that are preventing a prospect from making an informed selection decision after a long and expensive sales cycle.

The next step is to: 

  • Make the decision that you no longer accept the status quo. You ARE going to correct an underperforming sales team.

  • Define or redefine your sales process, methods and tactics to eliminate or minimize those obstacles you have identified.

  • Train (not just educate) your salespeople how to execute against that new sales process.

  • Monitor and inspect individual sales process execution on a weekly

  • Provide skill and opportunity coaching to each individual salesperson on that same weekly basis. 

Is it a lot of work? The answer is YES. It’s what sales managers are supposed to do. Exceptional performance requires an exceptional effort by the sales team, salespeople and their management.

Just think what your December performance would have been like if only one or two of those No Decisions closed as forecast? The rewards can be HUGE for the sales organization that makes a decision to fix the problem. 

Why do your prospects elect to do nothing, despite your and your salespeople’s best efforts? We see primarily five (5) major reasons:

  1. No Business Goal

Business GoalsWhen we help underperforming sales organizations define (or redefine) their sales process, an opportunity typically goes from “Inactive” to “Active” status when the buyer shares a business goal. We used to define a buyer as someone who would admit a problem or “pain.” However, over the years we have discovered there are very few salespeople (particularly young salespeople) who are able to get a C-level executive of a publicly traded company to admit a problem. Think of it this way: As we approach middle age and start gaining a few extra pounds, it is much easier for us to ‘volunteer’ that we’d like to lose those extra pounds (a goal) than for us to admit that we’re fat (a pain). Get my point? 

At CustomerCentric Selling® we subscribe to a core concept: “No goal, no prospect.” At the very minimum, the buyer must be unhappy with some aspect of his business, and want to fix it, to engage with a salesperson and initiate a “buying cycle.” Salespeople who fail to take the time to diagnose and understand their buyer’s business goal and the business issues/obstacles that are preventing them from achieving that goal, either lose the sale to No Decision or get outsold by the salesperson who does

  1. No Solution

After engaging with a buyer, how long does it take the average salesperson to determine what they are going to try and sell the buyer? Not long, right? However, despite the salesperson’s best efforts (the four-legged sales calls, the “must have or we won’t buy” reports, corporate visits, etc.), the buyer still may not have a clear understanding of HOW he/she will achieve his/her goal(s) by purchasing/subscribing to your offering. Not having a clear understanding could lead to an incorrect decision by the buyer. Rather than make an incorrect decision, they make No Decision. Often times this is a result of a salesperson wanting to proceed fast and shallow:

  • Leading with product feature and function before first taking the time to understand the goal that the prospect wants to achieve.

  • Then diagnosing and understanding the business issues and obstacles that are preventing the buyer from achieving that goal, and…

  • Then relating HOW the capabilities of the offering can be used to eliminate the prospect’s business issues/obstacles allowing them to attain their goal.

Converse with BuyersThe key to selling is the ability to converse. The conversation between the salesperson and the prospect is where the sale is going to take place. It’s what sets up the proof session. If your salespeople are unable to have a meaningful conversation, an intelligent two-way dialogue with a targeted decision maker about the use of your offering to achieve a goal, solve a problem or satisfy a need, and document that conversation succinctly - then all the training on prospecting, qualifying, presentation skills, closing, handling objections, negotiating, etc. are a waste of money!  

  1. No Power

How many times have salespeople spent months selling to someone who told them early on that the decision to purchase their offering was their decision, only to find out later they couldn’t purchase ten sharp pencils without someone else’s approval? It happens all the time! It’s a trap that salespeople routinely allow themselves to fall into. While end-users and recommenders are fun to sell to, their needs and requirements in almost all cases is altogether different than the ultimate decision maker - the person with the power and authority to buy. If the individual the salesperson remains engaged with doesn’t have the authority to purchase their products and services, they are not selling. They’re simply providing this person with a free (but expensive for you) education.

I’m not saying that you don’t speak with lower level people in an attempt to find out what is going on in the prospect organization. However, senior executives are charged with identifying and solving problems. Gaining access to the senior executives early in the sales cycle can: 

  • Help eliminate the risk of No Decision

  • Protect your expensive corporate resources

  • Cause unbudgeted money to be spent

  • Dramatically shorten the sales cycle

  1. No Business Value

ValueI’m amazed at the number of salespeople who don’t take the time to understand the value of their products and services to their buyers and more importantly, don’t actively participate in helping their buyer prepare a cost/benefit analysis. Your prospect is not the only one within their organization who is competing for the company’s potentially limited funding. You need to equip the buyer with the logic and rationale to support his/her request for funding.

Another core concept we subscribe to is: “People make emotional decisions for logical reasons.” The seller has to be able to help the buyer relate that business goal back to dollars - reduced cost, avoided cost or increased revenue, among other factors. If you are asking a company to pay $100,000 for your product, the value of achieving the goal(s) better be at least $200,000. It makes sense, doesn’t it? Would you spend $100,000 to solve a $50,000 problem?

Think of the tactical advantage a salesperson has going into price negotiations when he/she knows exactly how much his/her buyer will potentially save and when he/she will achieve a return on the investment. It makes it very easy to say NO in response to a request for a discount without fear of losing the sale.

  1. No Control of the Sales Process

    Salespeople tend to wander through the sales process, not really knowing where they are going next. Think about it. Why are sales cycles shorter for some salespeople and inexplicably longer for others? Many sales cycles are conducted via a series of what I call “point-to-point” telephone calls and meetings - not really with any plan as to what needs to be accomplished when and why. As a result, sale cycles can drag on, become inexplicably longer and costlier than they need to be, until they collapse and die under their own weight.

Once the buyer and the other members of the selection committee are interested, we advocate and teach salespeople how to negotiate a written Sequence of Events (SOE). The SOE allows salespeople to obtain mutual agreement with buyers on the steps needed to provide them with all of the information they need in order to make an informed selection decision for their company. 

Taking this step accomplishes a number of things:

  • It qualifies the buyers as being serious.

  • It allows the salesperson to match the desired pace, as the duration should be determined by when the buyer wants to receive the proposal.

  • It allows the salesperson and manager to monitor progress as steps in the plan are completed.

Now let me ask you a question: Consider all of your year-to-date (YTD) missed opportunities. What would it have been worth to you and your organization if your salespeople could have reduced their losses to No Decision by 20%, 50% or even 75%?

If you want to correct your underperforming sales team, call me. You have nothing to lose by having an exploratory conversation with me, but you have everything to gain.

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