The Training Center For Sales & Business Development News

The end of summer’s gloomy retail sales figures, coming after two months of modest gains, are giving rise to considerable pessimism among sales professionals. While understandable, this pessimism is also, I believe, completely unwarranted—but not for the reasons you might think.

Yes, back-to-school sales at the big chain stores are rotten. The housing market in many areas is lousy. Consumer confidence is weak and may be even weaker by the time you read this. I don’t disagree with any of that. Facts are facts.

What I do take issue with is the notion that this can’t be a time of strong productivity for the sales professional. It can be and should be a great time, no matter how discouraging the economic indicators may be.

Pessimism may be contagious, but it shouldn’t be.

There are at least two reasons this should be a period of profit and productivity for the savvy sales professional.

First, most sales people are paralyzed in today’s environment. They don’t have a system for success and, facing a difficult environment, are merely reactive. They’re shot-gunning their efforts. If you have a process or system, and you trust it and embrace it, you enjoy a distinct advantage over others sales people.

Second, you need to identify the real issues facing CEOs in this environment. When you have identified those issues, you will be able to position your product or service so that your prospects must have it to resolve the problems they face. Most CEOs right now are trying to streamline processes, decrease expenses and increase revenues. So you will need to help them discover that your product or service is necessary to their success in meeting those goals. That’s how you distinguish your product or service. It goes from being a nice-to-have to a need-to-have.

This is not a time to talk about your product or service’s features. This is a time for a pain-based approach. You need to identify your prospect’s pain and demonstrate how what you are selling removes that pain.

Here’s why the prospect’s discomfort works to your benefit. A lot of veteran salespeople have never learned this, but successful sales depend less on the sales professionals’ ability to talk rather than on their ability to listen. (Many sales people who rely almost exclusively on their own gift of gab tend to burn out quickly—and needlessly.)

The secret of selling lies in getting prospects to talk about their pain. That’s because the way to make a sale is to identify the prospect’s discomfort and then to show how the product or service you are selling makes that discomfort go away. Simple, isn’t it?

And it is in down times like these that prospects are most likely to speak with the greatest candor about the problems they face. Sometimes they will pour their hearts out to you, which is not often the case when they’re flying high.

Plus, they’ve got the time. Now it’s up to you to seize it.

By Dave Mattson, the author of the best seller The Sandler Rules, and CEO and a partner at Sandler Training, the leading provider of sales and management training, with 200 licensed trainers throughout the world. Sandler Training has been named Entrepreneur Magazine’s #1 franchise for training programs eight times, including in 2006, 2007 and 2008.

The goal of creating top sales performance in the current economy appears to be the reason behind The Sandler Rules hitting the Wall Street Journal’s bestseller list and landing at the number one position on Amazon’s list of sales books, the week before the book’s official release date.

CEOs, analysts, and investors know that growth in sales revenue is the single greatest predictor of a company’s survival in this economy, and the key indicator of its potential for market leadership. The current downturn represents a great opportunity for those companies that know how to take advantage of market conditions, by supporting their sales forces rather than cutting back. For example, during the last two recessions, IBM sales were the strongest when compared to any other time frame.

By learning the right selling strategies and the most compelling ways to communicate, sales representatives can post better numbers, by selling more to current customers and opening new accounts. Even new products can be launched with great success during “difficult” economic times. Kraft Foods introduced Miracle Whip in 1933, when grocers should have been averse to adding something new to their shelves.

What successful companies have learned is this: when salespeople know the rules, they get results. You may be asking, “Where’s the rules?” You’ll find them in The Sandler Rules: 49 Timeless Selling Principles and How to Apply Them. David H. Sandler studied the most productive sales stars in virtually every industry and compared their behaviors, thoughts and feelings to those who struggled in the same companies. The rules are the result.

“Countless times I’ve run into Sandler clients, who unsolicited, recite a Sandler Rule and recount with unbridled excitement a story about how it made a significant, positive impact on their careers. My hope is that this book will have a similar, transformative effect on you and your business,” says author and Sandler Training CEO David Mattson.

BUY THE SANDLER RULES AND RECEIVE A FREE PRESIDENT’S CLUB SALES WORKSHOP | $24.95 | Call 610.940.0600 to order.

In an effort to reduce costs, many companies must do the inevitable — reduce headcount. So, what next? After cuts have been made, managers may feel ill-equipped to deal with the aftermath. Business leaders are turning to leadership training programs like those offered by Sandler Training for guidance to help equip managers with a new skill set to handle, move on and meet company objectives. In fact, Sandler Training(R) partners across the globe say that specialized leadership training could hit double-digit growth over the next year as companies struggle to manage after the layoffs. As another sign of the economic times, Sandler has seen an overwhelming response to its new book, The Sandler Rules: 49 Timeless Selling Principals and How to Apply Them, which has already sold out during its pre-release on Amazon.com, ranking #1 in the Sales Category, #2 in the Sales and Marketing Category, and #3 in the Business and Investing Category. The book sold a record breaking 17,000 copies in a single day.

“Layoffs bring a unique set of problems which require specific management skills. Leaders need to be armed with real life strategies and tactics to deal with the huge challenges ahead,” says Dave Mattson, CEO of Sandler Training. “In addition, the response to the new book speaks volumes that companies are hungry for information that will ignite their sales as never before,” Mattson also says. Mattson offers these tips for managing after the layoffs:

Over Communicate. A communication plan is essential. It is important to communicate immediately to the remaining employees the essentials of what actions the company has taken using straight communication and establish where the company is going. Employees need to be able to ask questions in a safe environment so that issues can be put on the table and people can move on. A leader’s goal should be to reduce anxiety, let people flush out emotions and establish trust. A company’s message must be consistent and reinforced over time. This comes with communicating clearly with tonality that not only makes sense to employees, but sets the mood for the months to come.

Involve People in the Process. Include your teams in dialogue about your process. Talk about the reality of what factors you can and can not control to involve teams in the process so that people can help co-create tactical implementation in the process. Leaders should help employees detail how their individual goals translate into company goals. This does a couple of things. It give employees ownership, a sense of control, and power to be part of the solution; and motivation to get to the next step, and go that extra mile. Put tactical elements in 90-day window increments so that adjustments can easily be made and it is easier to track. This also stages goals into shorter bursts so that teams can see the results of their actions in an ongoing way to keep the momentum going or so that changes can be made.

Re-examine the Process. Take inventory. Workforce reductions mean that employees may have new responsibilities. Does the company still have the right people doing the right jobs for today’s climate? Are they trained for their current position effectively? Maybe they need additional training for their new and/or increased responsibility. Since you must maximize or make the most of every opportunity, leaders must find repeatable processes that work, a company playbook if you will. When every effort is made to improve the bottom line, companies can forget that what gets them to the bottom line are their people.

Have an External Contact Plan. Leaders should be involved directly with clients and customers. In a time when jobs are shifting, the worst thing a company can do is rely too heavily on letting their sales force manage all of the company’s relationships. When one sales contact exclusively manages these relationships, many times their relationship is with people at the company, not with the company itself. When and if those contacts change jobs or leave, your company is in danger of losing the relationship. Leaders should be involved at making check-in calls with key clients beyond those relationships. After major company changes, make sure to use this contact plan to communicate with key clients, vendors and suppliers.

About Dave Mattson

David Mattson is the CEO of Sandler Training. Since 1986 he has been a trainer and business consultant in management, sales interpersonal communication, corporate team building and strategic planning throughout the U.S. and Europe. His domestic and international clients include top-name organizations in many different industries.

About the Book

The Sandler Rules: 49 Timeless Selling Principles and How to Apply Them is a must-have book for sales representatives, sales managers, CEOs and anyone who is a touch-point for prospects and customers. This book is an eye-opener for individuals who are unsure how to proceed in the current economic environment and want the perfect guidebook with specific instructions about what works in tough times.

About Sandler Training

Sandler Training is the leading provider of sales and management training with 225 licensed trainers throughout the U.S. and internationally. The company provides a full range of sales and management training programs, with powerful coordination and customization benefits throughout its extensive franchise network. Among its many achievements, Sandler has been awarded the #1 ranking for training programs by Entrepreneur Magazine eight times since 1994, including the past three years (2006, 2007 and 2008).

BUY THE SANDLER RULES AND RECEIVE A FREE PRESIDENT’S CLUB SALES WORKSHOP | $24.95 | Call 610.940.0600 to order.

Sales Tips to Meet Your Goals in a Tough Economy

Opportunity knocks in the sales industry. As companies across the globe struggle to meet their sales numbers, it can be the worst of times, and yet, can present unprecedented opportunities to serve customers and clients in a capacity as never before. So how do you close sales in a tough economy, and meet year end budgets? Sandler Training, the internationally acclaimed, award-winning sales and leadership management franchise offers these tips for selling in a tough economy.

Create a sense of urgency. Establish the consequences of your customers not taking action. Think about what your customers have to lose by inaction. Forget features and benefits and talk about the hard value of your product and service in measurable terms. Be able to articulate this to your customers and prospects. Provide creative solutions to help your clients. Offering time-sensitive discounts for contracts signed through the end of the year, or instituting your own corporate “cyber” Monday or one-time signing deal one day of the year, are just some of the methods that can be employed.

Reward your best customer segments. Extend exclusive benefits to your most loyal customers. These can be incentive-based, or offer your customers value-based goods and services that are not available to the general public. The cost of acquiring new accounts has skyrocketed. Studies over the years have shown that selling additional products and services to an existing client base can be more cost effective than spending time in new client development. With existing accounts, the cost of acquiring the business has already been absorbed. Many times, your existing client base would utilize more services if salespeople had the foresight to ask for the business. Yet many seldom ask.

Ask and tell. Ask for a list of other upcoming projects or purchasing decisions that are happening. This will expand the scope of your business. Often, your client does not understand your full line of products and services. By having your clients explain what is going on internally, you can use your product knowledge to decide how to best apply it, and where.

Sell internally. Cross sell opportunities within the organizations of your best clients. Ask your client for the names of other people working in other departments within his/her company. Ask for the names of those in charge of purchases and projects within the scope of your expertise. Inquire what expectations your client has for the upcoming year and how much business they have given you thus far. Then ask, “Based on where we are in the year and projects that you have going on internally, where do you think we will end up at the end of the year? What additional business would I be involved with?” Get that number. Use it to help forecast sales and check that reality with the number in your account plan.

Do lunch. Take your client to lunch to thank them for their existing business. This is an opportune time to tell clients how much you appreciate them. Let them know they are an important part of your business, and you will strive to maintain the partnership. Review the history of the account, and let your client do the review. For instance, The Sandler Selling System suggests opening the dialogue by asking questions like: How long have you been doing business together? How satisfied is the client with your services? How does the client feel you could improve your service, and in what areas? How receptive would the client be to giving you a reference letter? Most successful salespeople have a book of reference letters. Instead of extending the sales cycle by having a prospect call your existing client, you can pull out your reference book for immediate review. A reference letter enables your client to put their thoughts and feelings into concrete form. If your client has trouble putting thoughts and feelings into concrete form, it’s helpful to go over the letter with them.

Stop “closing” sales and open business relationships. You can earn compound interest on your selling efforts. What does it mean to “close a sale”? (Where did that phrase come from?) What are you closing? In some situations, the word “close” suggests finality. When you close a file, you’re finished with it. When you close a bank account, the account no longer exists. When a detective closes a case, it’s over… mystery solved. In other instances, “close” suggests a barrier or a sealing off. When you close a door, you are blocked from what is on the other side. When you close the lid of a jar, you cannot retrieve the jar’s contents. When you close the covers of a book, you cannot read the words within. So, what does it mean to close a sale? Are you finished with the customer? Have you closed the door and put the lid on further opportunities? Hopefully, the answer is “no.” Reframe you thinking about closing as the culmination of an activity and view it as the beginning of an activity-opening of a new business relationship. Here are some suggestions:

The post close. Find out if there are other divisions or departments within your new customer’s company that can also use the product or service you just sold and ask for the name of the person(s) to contact. Ask your new customer for referrals to other companies that he believes can benefit from the product or service you just sold to him. If there are additional products or services your company provides from which your new customer can benefit, mention those items at this time, determine the customer’s interest and set up a time for further discussion. Make a point of meeting the principals of the company if you haven’t already done so.

LEARN MORE: Free Workshop – ‘Selling in a Recession’ on Wed, Jan. 28 – Register Now!

Five Minutes With VITO(sm) is the definitive guide for salespeople who want to start selling where they belong – at the top. Authors David Mattson and Anthony Parinello combine 80 year of sales know-how, 1,200 hours of audio and video programs, 5,000 pages of training materials, and direct experience in training over 15 million salespeople into one concise book. The book is scheduled for release August 15 and will be available through The Training Center.

The A-to-Z of the Sandler Selling System® with VITO, Putting VITO’s “headset” on…
• Attitudes and latitudes
• The Sandler Submarine
• The 30-second Commercial for VITO
• Gatekeepers & VITO’s Private Assistant
• The perfect VITO telephone approach
• Mapping the perfect VITO in-person meeting
• The art of the Up-Front Contract
• The No Pressure Approach with VITO
And Much, Much More!

“It is critical that salespeople compress their sales cycle by going directly to the organization’s VITO, which stands for Very Important Top Officer,” says David Mattson, co-author and CEO of Sandler Training. “This book not only details how to get to VITO, but what to do when you get there.” In addition, Mattson offers important strategies to recession proof your sales efforts:

Feel Their Pain. “Let’s face it, clients are in pain,” says Mattson, “If there is no pain, there is no sale.” Now is the time to thoroughly understand and feel your client’s pain, and adapt accordingly. Pain is a jigsaw puzzle that has three distinct elements; problems, reasons and impact. By putting the pieces together with your client you are able to recognize what’s happening. If you can’t solve your client’s pain, your competition will.

The Fear Factor. Understand the psychology behind a recession’s fear factor and openly discuss it with your sales team. Engage a team approach of how to meet company goals. Share your vision of what measures need to be taken to ensure success, and ask them to be part of the solution by finding hidden opportunity, up-selling and identifying cost saving measures within the organization. Encourage a positive mindset that looks beyond public perceptions to the opportunities change affords.

Remain Flexible. With rising fuel costs many companies have shifted to a condensed work week. Be willing to meet clients at their location and recognize the changing nature of the standard work week by making yourself accessible and available where and when they are.

Coach and Train. The worst time to cut back on sales or training is in a recession. Focus and highlight every area of success and discuss what was done to create it and exploit it. Highlight sales wins, reference goals and site historical examples of how the company or a salesperson has gone above and beyond.

Mobilize your Sales Force. “All eyes need to be focused on the prize,” says Mattson. That means bringing every department that supports what sales does into the mix. Ratchet your sales focus up a notch. Now is the time to quantify what you can do for clients because everyone is looking for ways to either save money or make more money.

MEET DAVID MATTSON
David Mattson is the CEO and a partner at Sandler Training. Since 1986 he has been a trainer and business consultant in management, sales interpersonal communication, corporate team building and strategic planning throughout the U.S. and Europe. His domestic and international clients include top-name organizations in many different industries.

MEET TONY PARINELLO
In 1995, Tony Parinello started a revolution. He created his own brand of sales training called Selling to VITO™, the Very Important Top Officer. Today, the majority of Fortune 100 and over 2.5 million salespeople create bigger deals in less time using his programs. He personally coaches sales and marketing professionals and entrepreneurs all over the world: from distributors in Asia to manufacturers on the islands of Malta to service organizations in Australia. He is a Wall Street Journal best-selling author and creator of Selling Across America, the first radio broadcast dedicated to salespeople and the art of selling. He is the Marketing and Sales Expert on Entrepreneur.com, a site that is visited by more than 2 million unique visitors each and every month.

Tony has written six powerful, practical and tactical books on the topic of selling: Getting to VITO, Stop Cold Calling Forever, Getting the Second Appointment, Think and Sell Like a CEO, The Complete Idiot’s Guide to Dynamic Selling, and his massively popular Selling to VITO™, the Very Important Top Officer which has sold over 900,000 copies. Tony has delivered more than 2,500 speeches and seminars on the topic of sales worldwide.

“Rosen hooked up with Bob Waks, the Sandler licensee for the Philadelphia area, who quickly became his round-the-clock sales coach and confidant.”

This is an interview with Scott Rosen of The Rosen Group and his Philadelphia training experience with sales and sales training at The Training Center.

Read more: A Sales Force of One