We hope you enjoy this guest blog post written by Michael Boyette, the executive editor of the Rapid Learning Institute Selling Essentials e-learning site and editor of the Top Sales Dog Blog. 

Contact Michael Boyette via email at topsalesdog@rapidlearninginstitute.com or connect via Twitter.

Growing your business is hard enough as it is. So of course the last thing you need is to worry about steady, reliable customers leaving you for no reason.

Here’s the thing; your customer could be sending you a message that could be a precursor to jumping ship. It’s up to you to notice that message and act on it before they’re gone. The good news is there is a way to spot these opportunities before they lead to trouble.

Think of your customers like an iceberg.

At best, about five percent of what they are actually thinking is on display at any given time.

Even the most loyal customers have reasons for keeping you in the dark. Perhaps they’re worried you will take advantage of their business. Maybe they’re also in talks with another salesperson and trying to keep it quiet. So they closely cling to their cards and say what you want to hear. Right until it’s too late for you to do anything about it.

But customers often drop hints that something’s wrong. These seemingly throwaway remarks are similar to icebergs: On the surface, they don’t seem like much to worry about. But, in reality, trouble lies just below the surface.

In business, there is no such thing as an offhand remark. Any comment that relates to the existing relationship, the customer’s operations, or your products and services requires your immediate, undivided attention.

Even more troubling, “conversational icebergs” often are buried in seemingly positive comments. Maybe your buyer is trying to avoid confrontation or soften the insult, so they bury the criticism alongside some good words. For sales professionals, it can be easy to listen to the flattering remark and miss the actual meaning.

Conversational icebergs generally come in the form of statements like these:

• “Your software is really powerful. I wish the user interface was a little easier to understand, but overall it was good.”

• “The new equipment works fine. It’s just that some of my people are really low-tech. We’ll have to spend a lot of time training them.”

• “Though your prices are a little high, I told my supervisor we appreciate your great service.”

• “I’m going to get your invoice paid as soon as possible. Accounting just needs to see an itemized list of your charges.”

Each of these statements has concerns embedded within them, which could easily be overlooked. But when you do spot them, it’s time to drop everything and mend the underlying difficulty. Some examples:

• “You said the user interface could be easier. What kinds of problems are you encountering?”

• “You said some of your people will need training? Is that something we need to address?

• “Help me understand why your boss thought our prices are too high.”

• “I’ll be happy to provide Accounting with that itemized backup. But they never asked for it before. What’s up?”

Of course, sometimes you’ll need to go looking for conversational icebergs. How can you do that? By sending out signals, or pings, and listening to the response.

Pings are proactive: They come from you – not your customer.

You send them out and listen for a response. Here are some examples:

• “We just sent you our first invoice – I just want to confirm it included all the information your accounting department needed.”

• “In the past, we have allowed three business days to ensure prompt delivery times. Is this still sufficient to meet your demands?”

• “I understand YOU recognize our value proposition, but is your boss on the same page with this? Should we explain it to him in further detail?”

Of course, you should not dwell on the downfalls or ping your buyers too often. You also don’t want to solicit vague questions such as “Are we doing well?” But asking specific questions designed to ensure customers are receiving what they want or anticipate can help you avoid disaster.

Often our success as salespeople depends on how well we’ve prepared a key contact to advocate on our behalf inside their organization. Our contact turns around and takes what we’ve “taught” them to influence others. It’s our job to properly prepare our champion. IDC calls this “customer enablement” and defines it as:

“The delivery of the right intelligence to the right customers (prospects) at the right time in the right format and in the right place to assist them in moving a specific buying opportunity forward.”

The Ultimate Test

Think back to your favorite teacher. She was passionate about her subject matter. She challenged your thinking and provided you resources to learn more on your own. She often tested your understanding of what she taught you with collaborative group projects which gave you the opportunity to share your perspectives with classmates. After all, the ultimate test of what you’ve learned is your ability to teach it to someone else.

In his blog post, Customer Enablement for Sales Reps: Helping Your Champion to Succeed, Michael Girard, VP for IDC’s Sales Advisory Practice, shares ways–like a good teacher–you can enable your champion to ace the test of convincing others to choose your solution.

How well have you prepared your Prospect to pass the test?

For my 30+ years of selling, everyone that I sold was either a prospective client or a client. They were not customers. So many people use customer and client as interchangeable words. They are not.

All salespeople should stop thinking customer and think client. Not just think client, but ACT client.

Is spending time thinking about how you label the people who purchase your products and services simply a frivolous exercise in semantics? I don’t think so. Labels have the potential to motivate behavioral changes leading to more remarkable client experiences and thereby your success.

Traditionally, people who were paid for their advice – lawyers, accountants, advisors, agents, coaches and other professional experts use the label “client’. Quite simply they were paid to share their expertise.

Let’s look at the definition of a customer (dictionary.com):
Customer – A person who purchases goods or services from another.

Your contact is looking for someone who can spot their opportunity or issue and help them succeed. They are looking for you to be an expert. You must think of yourself as an expert, not as someone who people by from (remember the definition of a customer). In today’s world, your contact’s time is too valuable to think he needs someone to buy from. Be an expert and start by thinking what you would need to do to have your clients pay you for your advice.

Successful salespeople offer real value through the way they educate and even challenge clients’ thinking.

What do you do to help your client as an expert?

P.S. I highly recommend reading this four-part series of articles in Harvard Business Review: 1: Selling Is Not About Relationships; 2: The Worst Question a Salesperson Can Ask; 3: Why Your Salespeople are Pushovers; 4: How the Rift Between Sales & Marketing Undermines Reps.)

With that statement, “The Sales Lion”, Marcus Sheridan, roared his way into my life for the first time this week.

Anyone who superimposes his photo alongside a magnificent lion on his web site is already someone I want to meet. Marcus is a pool sales guy turned hands-on content marketing guru who obviously has mastered the art of attracting revenue by sharing his expertise.

At last look, the blog post that initially caught my eye had 55 comments! I encourage you to take the time to read Marcus’ entire post: The Incredible Relationship Between Content Marketing and Sales. The thought-provoking question posed by Marcus:

“Why do so many companies fail to integrate content marketing into their sales processes?”

My response:

1. Why do so many companies fail to integrate content marketing into their sales process? I think that the word “content marketing” has left many people feeling that content is for marketing – getting people to the website and “top of funnel” and it is not as important when the sales person gets involved. The sales person sells on building trust and does not need content to create that bond. What a missed opportunity.This is compounded by the fact that marketing and sales management is not driving how to get the content that marketing is using into the hands of sales people. I am amazed at how many companies have rich content libraries but when you ask the sales people do they use the content they say not much and they do not know how to get at it. They just grab a couple of pieces, often out of date and continue to use it over and over again. Not strategically, just so they have something to send.
2. Who is doing it well? I admire:

• Owen Blevins at Mid-Atlantic Concrete – http://maconcrete.com
• David Marinac at Standuppouches – http://standuppouches.net
• Andrew Sealy at MINDBODY – http://mindbodyonline.com

The stars are aligning right now such that content can serve as a bridge to bring sales and marketing together. In the world of content marketing, getting content into the hands of salespeople and helping them effectively use it is an easy, powerful win that will drive more sales. In our work with clients using Postwire, we see firsthand that sharing good content to educate prospects saves precious time for both buyers and sellers by shortening sales cycles–whether selling pools, concrete production equipment, food packaging pouches or expertise like “The Sale Lion”.

Expert salespeople have figured out that great content is the secret sauce for making sales. Share your expertise using Postwire. Sign up for free account at www.postwire.com.

Photo Credit: Tambako the Jaguar on Flickr

Thirty seconds matter in NBA playoff games, as well as sales—and is the catchy title of an interview with Nancy Nardin in the June issue of Top Sales Associates Magazine which Nancy recaps in her blog post this morning.

As President of Smart Selling Tools, Nancy Nardin is recognized as a leading expert on sales and marketing productivity tools. So when Nancy talks ROI, I listen. I’ll summarize below:

• 215 days are devoted each year to selling activities, which translates to 103,200 minutes in 215 eight-hour work days.
• Figure out the average per rep revenue generated per year and divide that amount by the number of selling minutes per year to get the average per rep revenue per selling minute (which Nancy shows is an average of $9.70 revenue per minute for reps generating $1M in revenue per year).
• Free up 30 minutes per day per rep—or 5450 minutes a year (30*215)—and you open up a HUGE window of sales opportunity—to the tune of $64.5K for that rep who sells $1M a year! Wow. So 30 seconds here and there do matter!

Besides the dollars and sense of Nancy’s ROI calculations for evaluating sales tools, what grabbed me was her conclusion:

Priceless!

Imagine the powerful impact of a sales enablement tool that improves productivity AND relationships!

Mathematical ROI calculations fail us here. However, as Nancy astutely concludes, relational gains on top of productivity gains are just like MasterCard says in its ads: “Priceless!”. Be sure to read Nancy’s post yourself to benefit fully from her advice.

Crazy busy—that’s the world we live in. Jill Konrath, sales expert and author, continuously reminds all sales people that their buyers are crazy-busy people with unending demands on their time and attention.

So, is it surprising that the biggest competitor we now face as sales people is losing to “no-decision”? That the person or company you are working with just decides to do nothing—not purchase from you or your competitor?

Given the investment your prospect is making in the process, why are more opportunities losing the momentum that the buyer brings in having a problem to solve? What are we as sales people doing to drive her to leaving her problem unsolved? Amazon gives a lot of thought to its one-click ordering process. B2B sales people need to look carefully at what they are doing (or not doing) to remove friction from the buying process, too.

I particularly like a post I read this week written by Andrea Johnson on B2B Lead Roundtable Blog in which she cites CSO Insights data and interview quotes from Jim Dickie, CSO Insight’s managing partner. I invite you to take a moment to read Andrea’s full blog post and evaluate your own sales process.

Two questions to consider in addition to those Andrea suggests:

1 – Are you getting the right people & resources in front of buyers?

Sales reps not prepared to share complete answers to customer questions are a huge waste of buyer time. Sales expert and author of Zero-Time Selling, Andy Paul, says you need to “sell with the sharp end of the stick” by putting the people most knowledgeable about your product or service closest to customer and arming them with the resources they need to address specific customer problems.

2 – Are you organizing the information you provide to your buyer so that she can use it to make a decision?

I call this the last mile problem and it’s one for both marketers and sales to address. Amazon solved it with
one-click ordering. Imagine how insane it would be if instead they had introduced a 10-click buying process! But how different is that really from your sales process?

In fact, Jim Dickie from CSO Insights suggests (as quoted in Andrea’s post):

Stop sending prospects Word documents, PDFs and spreadsheets. Instead, create “virtual collaboration rooms” on your website. Here, customers can click to find more information, whether it’s pricing, research, terms and conditions, or competitive analyses. You will be able to track their every move and, consequently, gauge their interest and progress in the buying cycle, he notes.

What ideas do you have to make the sales process move faster? What can sales and marketing do together to turn no-decision into YES?

Our hunch is “Social Selling” is a label on the way out. It describes the practice of using social media to gain insights about prospects and buzz in the marketplace, as well as to collaborate internally with the Sales and Marketing teams. We’ll soon not need a label once use of social media tools to develop and close deals becomes second nature to most.

Want to find out how your organization stacks up with other sales teams using social media and collaboration tools in their sales cycle? We’re participating in a research study conducted by Aberdeen Group and invite you to participate, too. See how your experiences in social selling compare with those of your peers, benchmark your performance and learn how you can achieve Best-in-Class results.

The resulting report from this research will provide us all with a roadmap for leveraging the most effective techniques and products that support internal collaboration, external “listening” and active social media participation in the sales arena. Participate by taking this brief, 10-minute survey: Social Selling: Unleashing the Power of Social Media on B2B Sales Enablement. In appreciation for sharing your time and thoughts, Aberdeen Group will provide complimentary access for you to the full benchmark report as soon as it is published (a $399 value). Individual responses will be kept strictly confidential, and data will only be used in aggregate.

One of the hardest things for sales people to do when prospecting is to communicate the benefits of their solution to the right stakeholder—especially knowing they’ll likely be communicating first through a gatekeeper.

According to research conducted by The Bridge Group, Inc., on average it takes 9.3 touches to get the first meeting.   And, you need that first meeting to start the sales conversation, right?

Not necessarily.  TimeTrade didn’t.

They were able to send a single email with content so compelling it was digested and shared with 10 others before the first meeting—which, by the way, TimeTrade successfully secured within 10 days of sending the email.

Situation
TimeTrade President and CEO Gary Ambrosino craved a new way to open doors.  He was excited about the idea of including video in email to personally connect with prospects’ pain points and highlight bottom-line impacts of using TimeTrade’s online scheduling system.  In the short time it takes to view a video, Gary was confident he could present TimeTrade’s value proposition and actually use its scheduling product in the associated call to action to motivate prospects to book a first meeting at the very moment they were jazzed about the offering.

Solution
TimeTrade used VisibleGains applications and best practices to create a single communication including:

• A personal video introduction with an animated overview; and
• A set of actions the prospect could choose to do such as:
• watching a product demonstration,
• learning more from information presented on the TimeTrade website and
• booking a meeting.

Results

• One email sent to one person who shared it with 10 different people generated 14 views

• 10 Days later, TimeTrade had a booked meeting

• 90 Days later, TimeTrade had a signed deal

“With a single link, our sales rep in the prospecting process was able to reach and touch 10 people, leading to closed business.”
- Gary Ambrosino, President and CEO, TimeTrade 

Conclusion
Getting a first meeting is a key milestone in the selling process, often requiring Herculean effort and tons of guesswork by salespeople about the right time to follow-up.  The initial back and forth exchange between a sales person and prospect kicks off a salesperson’s direct involvement in the prospect’s buying process.

Salespeople open doors and earn the right to subsequent interactions when they demonstrate a persistent understanding of their prospect’s pain points.  Sending compelling content and following up when a prospect is engaged with it (thanks to the alerts sent by VisibleGains in this example when email is opened and content is read) helps salespeople get the first meeting, advance the sale and close the deal.

Are you taking full advantage of the opportunity to start sales conversations in email?

TimeTrade is the world leader in online appointment scheduling systems used by businesses to create new customers, accelerate the sales and service process and make it easy and fast to respond to customers—24/7. TimeTrade’s scheduling software solutions are built on the flexible TimeTrade Appointment Cloud SaaS platform that has the power to scale up to meet the real-time scheduling demands of the largest deployments.

This is a follow-up to my blog post, Do Not Create Resistant Donkeys! in which I introduced WEAC and STRONG sales tactics (mnemonics coined by me). WEAC tactics can turn your Prospect into a “donkey”, resistant to change, while STRONG tactics help unleash your Prospect’s inner racehorse, galloping across the sales finish line. This is a follow-up to a webinar we delivered.

In a series of blog posts, I explore how salespeople can employ STRONG tactics to put the Prospect in charge of change and feel empowered or strong. In my previous post,   No judgment-allow all issues to be on the table, I focused on the N in STRONG sales tactics.

Next (and last!) stop is G:

• S: SUPPORT the change process through reflections

• T: TRUST your prospect’s perspective of the change balance sheet

• R: RESPECT how difficult the change process is

• O: OFFER ENCOURAGEMENT for taking action

• N: NO JUDGING—you may be surprised what you learn 

• G: GUIDE, but do not drive the process

Why?

You’ve heard the expression: “You can lead a horse (or donkey?!) to water, but you can’t make it drink.” Well, people, like horses, will only do what they have a mind to do. To make change happen, it’s critical your Prospect hear her or himself arguing for change by articulating the desire, reasons, and need for things to be different, as well as the belief it can be done (“I can do it! Yes, I can!”) A guiding approach will empower your Prospect to fully engage and be much less likely to provoke that dreaded “resistant donkey”!

How?

• Be curious. You can best guide if you are truly open to learning from your Prospect.
• Follow the 20/80 rule:  talk 20% of the time and listen the other 80%.
• Engage in a dialogue, not a monologue.
• Be careful not to come across as manipulative. Your agenda needs to be about helping your Prospect make the best decision-not about closing the sale at all costs.
• Heed our marketing intern’s advice in her terrific post: base your sales “story” on your Prospect’s specific needs—not your “bells and whistles”—or risk “the sound of crickets on the other end of the phone.”
• Reflect back your Prospect’s own words whenever possible. Sales writer Art Sobczak explains: “If you ask about a difficulty or challenge they have, and then address that in your recommendation using their exact language, they won’t object to their own words.”

TIPS

• Do not be afraid to share your ideas with your Prospect. Your perspectives are a critical part of the conversation, as long as they are presented with respect and curiosity and after—NOT BEFORE—you have  listened to your Prospect.
• Remember to listen for the “confidence” message too. If your Prospect has concerns about her or his or ability to make change happen, then take the time to offer encouragement. I address this issue in detail in my earlier blog in this series.

Listen to yourself:  Who is arguing for change? You or your Prospect?

Peggy Kriss, Ph.D. is a clinical psychologist in Newton, Massachusetts and a consultant to VisibleGains. Stay tuned for more psychology informed blogs by Dr. Kriss.

Image source: National Archives of Australia

This blog is inspired by David Meerman Scott’s recent post where he adeptly writes about lessons learned from political stories and applies them to marketing strategy.  And learning from DMS, I  reprint his disclaimer:

“This is a marketing blog, not a political blog. I am not talking up the merits of any candidates but rather using their marketing as examples for all to learn from.” 

So with that said….

It’s the political season and everyone is talking about which presidential candidate connects best with the voter. Genuine? Trustworthy? Feels my pain? Has a viable plan to meet my needs, hopes and dreams?

Spend an hour or two reading B2B tweets about effective sales communication and you’re likely to hear the same chatter about sales “to-dos”:

• Engage in a dialogue not a monologue.
• Really Listen
• Be Curious
• Build Trust

All of these admonitions could come from a campaign manager or sales manager. Hence, the lessons from one can be easily applied to the other—Campaigner can learn from Salesperson and Salesperson from Campaigner.

The predictably intense focus on every word, facial expression, question, or answer muttered by Candidates during primary season, coupled with 24/7 polling, yields data galore on every perception, impression, and reaction of the Voter. Consequently we can all learn from politics about “closing the sale”.

Enter the satirical New Yorker piece on what a “President Romney” might sound like given his penchant for what the New York Times and Boston Globe referred to as Romney’s “guessing” game.

In December 2011, the New York Times reported:

For a candidate who is exceedingly risk-averse, Mr. Romney has developed an unlikely penchant for trying to puzzle out everything from voters’ personal relationships to their ancestral homelands.

“Sisters?” he asked. (Nope, stepmother and stepdaughter.) “Your husband?” he wondered. (No, just a friend from the neighborhood.) “Mother and daughter?” he guessed. (Cousins, actually.)

The results can be awkward. “Daughter?” he asked a woman sitting with a man and two younger girls at the diner in Tilton, N.H., on Friday morning. Her face turned a shade of red. “Wife.”

And the creative license taken from the New Yorker in response to the Times’ report:

Chancellor Merkel looked somewhat taken aback at being mistaken for Sarkozy’s aunt. When she’d regained her composure, she said to President Romney, “I know you will have much to add on the question of the debt crisis in the euro zone, Mr. President.”

President Romney looked at the German Chancellor carefully, up and down. “I’d say you’d go about one-forty, give or take five pounds,” he said. “Am I in the ballpark?”

So what can be learned from all of this? All of the candidates have positive and negative relational qualities and moments.

This same New York Times article gives Romney some positive spin:

Mr. Romney has plenty of moments when he wins positive reactions and seems to make a genuine link, undercutting his caricature as robotic. And he is hardly giving up on mastering the art of the soft sell: he personally insisted on spending more hours talking to voters this election and fewer sequestered in his Boston headquarters.

The point I want to make here is that this guessing game is not something to be taken lightly! On the positive side, candidate Romney in this spoof took on a curious stance towards his “Prospect”. And he was engaging in a dialogue not a monologue. But was he really listening? And what about trust?

What’s wrong with guessing you might be musing? The problem is that guessing can make the receiver feel embarrassed and offended. It is hard enough to pull off when there is a high level of comfort and familiarity between two individuals.

There has been a lot written in sales blogs about the importance of taking the time to build trust and about the necessity for matching the type of communication to your Prospect with the stage or level of “intimacy” of the relationship. My colleague Bill Carney recently addressed  this critical issue in a lighthearted way, focusing on email communications. Give it a read—in addition to a good laugh—you’ll learn a lot about this “matching” issue, which will help you to avoid some of Romney’s missteps.

Making the sale—in the marketplace or in politics—needs to be done in a thoughtful, callibrated step-by-step way:

• Allowing lots of opportunities to understand the concerns and hopes of your “Prospect”; and
• Listening instead of assuming and having your conversation content and style attuned to the level of intimacy you have at any given time with your Prospect.

Yes, being curious is an important quality in building the relationship BUT curiosity is not a green light for guessing. There may be a time to play the “guessing game” with your Prospect, but the price of entry to the competition must be earned.

What sales lessons have you learned from observing the 2012 Candidates?

Peggy Kriss, Ph.D. is a clinical psychologist in Newton, Massachusetts and a consultant to VisibleGains. Stay tuned for more psychology informed blogs by Dr. Kriss.