October 21, 2016
The current presidential election campaign in the US has me talking to quite a few clients and participants about negotiation skills. As one candidate claims to be such a good negotiator it has become a hot topic!
In any real negotiation there has to be two conditions in play. Both parties must have the will to vary the terms and both parties must have the authority to vary the terms. So here is the challenge in many negotiations - unless you have true executive authority in your organization, the ability to really vary the terms may not be yours - no matter how willing you are to vary them!
This means preparing and planning for your negotiation. You need to work out before you go into any negotiation three factors. 1) your "walk terms" (your last resort terms, the lowest $ amount for example, that if you don't get you will [have to] walk away. 2) your "like terms" (this is what you ideally would like to get and this would be a very good deal for you. 3) your "accept terms" (this is what you would accept and although maybe not what you would ideally like, is still an acceptable deal for you).
Of course you have to be at the right stage in the sale too. Most sales people start [trying] to negotiate too early - see my earlier blog / Sales tip no. 6 "are you negotiating too early?" http://bit.ly/2esPY75
September 15, 2016
Are you cold calling (yes many people still do it) or following up on leads or cleaning lists - but can't get hold of the right contact, especially when the target company has a "no names policy" on the switchboard?
Try this - it sounds counter productive but its not. Do the research call and the sales call as two separate calls.
Call the target company's switchboard - in a very friendly non threatening tone say "I wonder if you can help me, please do not put me through to any one, I do not want to talk to anyone. I am sending an invite to a seminar to your [job title / description], who would that be please?". Get the details, get off the phone, wait a couple of days and then call them (using your get past the gatekeeper techniques).
If you want a white paper on calling for appointments, getting past gatekeepers - email me.
October 18, 2013
Interesting situation with a sales team I am coaching at the moment. They have been taught to find the technical, business and personal pain - exactly the right thing to do. Recently on a particular campaign they were finding the people they were approaching had "no pain".
When we dug down into what their solution actually did we found they delivered benefits that could be "of gain" - not just "address a pain". So when their prospects were saying everything is great we don't have any problems our client was able to put forward arguments to make them "even more productive", "even more efficient", "free up even more staff".
Sounds obvious but with careful positioning and good questioning skills "the pain" became not taking advantage of "the gain".
August 16, 2013
Getting the "Go To" people on your side
When the decision maker does not understand something they are buying who do they ask? Their "Go To" people - the decision influencers. Typically we do not spend enough time seeking out these particular decision influencers, we are too busy trying to sell the decision maker something he or she does not understand!
We need to spend more time finding the "Go To" people and then getting them on our side. Ronald Read more
July 25, 2012
BIG, BIG debate on LinkedIn prompted this one! It is very easy to pitch products and services too early - before we have sufficient information or have built any real rapport. How do you avoid this trap? Use this structure - get the prospect talking about 1) themselves, 2) their organization, 3) their present application / useage, 4) their technology / method. Dont forget - use open questions HOW WHAT WHY WHERE WHEN WHO. Make it a conversation not an interrogation.
Whatever Read more
July 12, 2012
We all know about prospect qualification - Need, Timescales, BUDGET, Decision Maker - but we get fooled into thinking we have all four boxes ticked. We think we are dealing with the "budget holder" when in reality we are dealing with the "budget caretaker". Let's take the example of Purchasing Managers, unless they are buying something for the purchasing department, they are not the budget holder - they are spending someone else's money, they are the budget caretaker. So ask yourself, " Read more
January 6, 2010
YOUR PROSPECT SAYS THEY WANT A PARTNERSHIP DO THEY MEAN A DISCOUNT?
How often do you hear "we want a partnership not just a supplier customer relationship". This is frequently code for "we want a discount"? When the customer says the magic word "partnership" ask them what they mean, then tell them what you mean! In partnerships both parties share rewards, risks, accountability and philosophy. Develop a short pitch about what you mean by a Read more
October 8, 2009
HOW SAFE IS YOUR YEAR END QUOTA?
Many sales and business development people are looking at how they are going to finish the year and bring in their outstanding deals to hit quota so here is a closing checklist to help you. 1) Are you really dealing with ALL the decision makers? 2) Is your proposition a "nice to have" or a "necessity" what urgency to buy have you created? 3) Have you submitted a quote or proposal? 4) Does your proposal show hard cash savings or revenue gains Read more
August 11, 2009
If you have to telephone for appointments for business development or account management here are two simple techniques to save you time and effort getting through to decision makers. 1) With your words and tone sound and act as if the decision maker knows you and is even expecting your call, ask for them by their first and last name, use your first name, don't volunteer any other information, if you don't have the contact's full name make a separate call to get it. 2) Establish if the Read more
July 20, 2009
As money gets tight, decision making authority gets moved higher. Past decision makers, the people who previously have given you orders, suddenly move from being decision makers to [albeit significant] decision influencers, the problem is they don't tell you something stops them. So here is the acid test are you dealing with the "budget holder" or the "budget caretaker", find out who REALLY owns the business problem, who REALLY holds the budget and THIS is your decision maker. Read more