8 Role Playing Tips To Increase Your Sales Success and Improve Lead Quality!

role-playing
by Paul DiModica

Role playing is an underused sales tool by most companies. When employed correctly, it can increase your sales team success, improve your market lead to prospect conversion, identify sales skill gaps and allow you to develop an esprit de corps amongst your sales team as they experience sales education as a team.

Conversely, when incorrectly used, it embarrasses your sales account managers, produces poor sales/management interaction, diminishes lead generation quality and hides sales training requirements from your executive staff.

It is estimated that only 21% of sales teams actually role play sales issues and objections during the sales year.

So, how should role playing be used?

Role playing is a business tool to manage sales stress when communicating to prospects.

As sales stress increases during prospect interaction, salespeople lose control of their verbal responses, shoot from the hip and simultaneously lose control of the sales cycle. Sales stress develops when salespeople are not prepared to respond to the weaves and bobs of prospect questioning. Managing prospect questioning through a trained process will reduce sales stress and increase sales success.

Sales role playing, like any other training tool, needs to be a structured process with guidelines in order for your sales team to get the most out of it. The sales program should have specific goals based on written objectives. Pulling a salesperson into a corner office and grilling them as a CEO buyer may be as effective as focusing on targeted sales skill improvement based on increasing sales efficiency on sales techniques like prospect questioning, cold calling, demos, etc.

Sources That Generate The Most Qualified Leads

Provided to Paul DiModica under contract.

8 Role Playing Tips To Increase Your Success!

  1. Never make role playing easy.
    Salespeople must learn to be able to handle pressure (and stress) in the form of difficult inbound questions from prospects based on the prospect’s probing need to know about your value, price, competitive positioning and feature/function offers. Being tough in role playing makes salespeople ready for any outcome.
  2. Role play by title of buyers.
    Salespeople need to adapt to their sales verbal communication skills by buyer title. The way you sell a CFO of a Fortune 1000 firm is diametrically different than a president of a small private firm. If you are selling a VP of Marketing, than role play with someone who will act like a VP of Marketing.
  3. Create a Prospect Buyer Dictionary. Catalogue the words that your targeted prospect buyer will use during your sales cycle and use them during your role playing practice. The more you sound like the buyer, the faster they will see you like themselves and as a peer.
  4. Split role playing between sales peers and sales management.
    Sales role playing should be carried out by both sales management and sales team members to allow for diversity of approach and experience. Have each team member take turns being the buyer or the seller.
  5. Make a list of your top ten sales objections and use them during your role playing sessions.
    Selling management is just managing their understanding of your value. Value is communicated based on your ability to show the prospect how you can help fix their business pain. Always role play your 10 toughest sales objections so salespeople can see how to manage value expectations with their most common objections and questions.
  6. When role playing with salespeople, redirect all conversation away from the sales process.
    Prospects (even qualified prospects) at times will change subjects and “steer” salespeople away from sales cycle conversation. To sell senior management, salespeople need to chit chat less and stay on the targeted goals of the appointment or conversation by qualifying the prospect and moving forward in the sales cycle. Role play with sales team members to see how quickly and succinctly they bring back the conversation to the discussion about relevant business issues.
  7. Tape record all role playing sessions.
    Role playing is a reusable, educational tool that should be listened to over and over again. By recording your sales role playing session, you can later document great sales objection responses and disseminate them in written form to your sales team.
  8. Document each salesperson’s role playing strengths and weaknesses.
    Role playing is a replicable, scalable sales tool. Understanding and managing your sales team’s skill sets will help them hit their sales quota faster. If a salesperson crumbles under the pressure of sales role playing with their peers or their direct sales manager, how will they perform in person? And how many qualified prospects are they burning through by saying the wrong thing? Through role playing, you can help individual salespeople increase sales quota success.

Percentage of Leads that are Unqualified

Provided to Paul DiModica under contract.

To Increase Your Sales Income and marketing lead quality – Role Play More!

To your corporate revenue growth,

Kevin A. McCann
President & CEO
Executive Strategy Group, LLC
603-319-1736
www.executivestrategygroup.com
“Value Defined, Value Delivered” ™

About The Executive Strategy Group, LLC

Kevin McCann

Kevin McCann is President & CEO of The Executive Strategy Group, LLC. We are a managing partner of the Value Forward Network and have consulting partners in five countries making us one of the world’s largest management consulting groups focused on helping companies increase corporate revenue capture.

We work with senior executive teams to integrate sales process, marketing methodology, corporate strategy and financial management into one outbound revenue capture program to increase corporate revenue. We do this by assessing the value your customers see and the value you think you have and then measure the “Value Variance” gap between the two. Once we have identified the “Value Variance” between the two, we then make appropriate strategic and tactical recommendations on your corporate strategy and marketing programs to close the gaps. When this is completed, we then train your sales team to sell to management more effectively using techniques that are linked to our recommendations.

Top-performing organizations are increasing their company’s revenue and valuation within a constricted economy by investing in our business growth acceleration strategies. For more information, visit: http://www.executivestrategygroup.com or
call Kevin McCann directly at (603) 319-1736

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8 Ways to Close More Deals in a Down Economy

find-the-pain
by Paul DiModica

In a down economy, it is important for companies to adapt to the existing business climate to generate revenue. In this economy, the prospect’s response “I cannot afford it” may actually be a real objection! To improve your sales closing ratio in this economy, try the following closing methods:

1. Find your prospect’s pain and be a doctor! Although the economy is flat, companies are still buying products and services. It is just a question of priorities. In today’s market space, people are only buying things that improve corporate earnings. It is the pain that gets the funding. Clients are paying for major surgery, not band-aids. During your client discovery conversations, you must focus on finding the prospect’s biggest pain, so you can be a doctor and fix it with your product or service. If you don’t know what your prospect’s biggest wound is, then you will not get the deal. People are spending money, but only on high priority projects. Be the doctor, find the pain, and fix it.

2. Why are you talking to a prospect with a title of director or below? Mid-level managers and directors in small privately owned firms and Fortune 1000 companies are not the decision makers. Bypass them immediately and go directly to VP’s or above. My general rule of thumb is, if the person you’re dealing with does not have at least a VP title, then you do not have a qualified prospect for your sales forecast.

3. Hand deliver every proposal or use a webinar to present your proposal to increase your closing ratio. Set up an appointment to hand deliver your proposal in order to discuss the business details. Simply sending your proposal by email or overnight delivery without a presentation reduces the personal closing techniques and sales skills of salespeople. You need to walk through the proposal with the prospect in person to keep the one-to-one relationship perpetuating forward as you deal with the prospect’s objections. Additionally, if travel costs are prohibitive, set up a webinar to go through the details of the proposal page by page to handle all questions as they arise. After the proposal has been discussed, you can send a copy by email or postal mail.

4. Offer pricing options over time to initiate purchases. Times are tough and cash is tight. Companies need to offer better financing terms to their prospects to spur purchases. As long as you are comfortable with the prospect’s business viability, stretching payments over time (while delivering your technology or professional service on the original schedule) may close a tabled deal.

5. Cut up your offering into time pieces. Another method to reduce the prospect’s upfront investment is to cut your offering’s price point into smaller more digestible pieces. Find out what budget cycle your prospect is currently in and spread their investment over multiple fiscal quarters (e.g., Phase 1 during Q2, Phase 2 during Q3, etc.)

6. Turn your product into a service. During tough economic times, companies tend to postpone capital investments that have been allowed for in the budget because of the perceived high cost. To bypass the capital budget item issue, turn your technology into a service and sell it as a cash flow investment option (e.g., selling application software as a multiple year license that is paid monthly, etc.).

7. Offer a discount that is attached to a specific date. Giving customers a real discount to close business by a specific date may push a hesitating buyer to invest now instead of next year. However, it must be a real discount and the date needs to be enforced. Letting the client buy later at the discount price makes you lose all credibility. (P.S. Remind your CFO that discounting to get revenue is better than having no revenue.)

8. Give a bonus. Prospects are people just like you and I. They buy houses, cars, and vacations. Like you and I, they want a great deal. One way to repackage your price point is to give something for free (tied to a purchase date) that clients value highly (e.g., sell an 18-month maintenance agreement for a 12-month price or give them something for free).

Selling has never been easy. Complicated by the worldwide changes economically, successful firms need to modify their corporate business model to maximize revenue. These eight suggestions should help.

To your corporate revenue growth,

Kevin A. McCann
President & CEO
Executive Strategy Group, LLC
603-319-1736
www.executivestrategygroup.com
“Value Defined, Value Delivered” ™

About The Executive Strategy Group, LLC

Kevin McCann

Kevin McCann is President & CEO of The Executive Strategy Group, LLC. We are a managing partner of the Value Forward Network and have consulting partners in five countries making us one of the world’s largest management consulting groups focused on helping companies increase corporate revenue capture.

We work with senior executive teams to integrate sales process, marketing methodology, corporate strategy and financial management into one outbound revenue capture program to increase corporate revenue. We do this by assessing the value your customers see and the value you think you have and then measure the “Value Variance” gap between the two. Once we have identified the “Value Variance” between the two, we then make appropriate strategic and tactical recommendations on your corporate strategy and marketing programs to close the gaps. When this is completed, we then train your sales team to sell to management more effectively using techniques that are linked to our recommendations.

Top-performing organizations are increasing their company’s revenue and valuation within a constricted economy by investing in our business growth acceleration strategies. For more information, visit: http://www.executivestrategygroup.com or
call Kevin McCann directly at (603) 319-1736

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How to Generate 300 Qualified Leads in Two Days

lead-magnet

Case Study — Ibertech Gets 300 Qualified Leads in Two Days

by Paul DiModica

Some years ago, I was walking the floor of the National Restaurant Association Show (NRA) in Chicago on one of the lower floors of the convention. I was looking for a technology company to buy in the hospitality market space.

As I walked through rows and rows of vendors, I came upon a company called Ibertech-Aloha Systems who was sharing a booth with a hardware manufacturer. In the booth were two engineers from a military airplane manufacturer who had developed the first restaurant computer system that was a Windows-based touch screen point of sale system. Over the next couple of months I tried to buy them but they were not interested. Instead, they hired me to develop their strategy, marketing and sales and their national expansion plans. Ultimately they offered me 5% equity in their firm and made me their VP of Sales to implement my recommendations.

Having a great technical product and one customer (like they did) will only take you so far. So, at the next big industry tradeshow, we decided to launch bigger than we really were. So, we rented a 20 X 20 foot both in the middle of our global 1000 competitors like NCR, Micros and IBM and brought in family and friends to fill the booth with “employees”.

To increase our tradeshow success, we deployed Value Forward strategies and techniques that included handing out sales objection white papers to every booth attendee, and stress balls that said “DOS IS DEAD” with a ghost buster symbol over it and our company name on it (at that time our competitors were only selling Microsoft DOS-based systems). We left the message stress balls in the show break rooms, snack bars, restaurants and in our competitor’s booths and ended up handing out thousands at the show.

Using our sales objection white papers as talking points along with other prospecting techniques, we created a stampede of traffic between our booth and our competitors across the ten foot aisle as prospects were forced to see our value three dimensionally through our marketing methods. Our methods challenged our larger more established and better funded revenue stealers to be perplexed and undecided on how to respond because all they wanted to do was tell their booth prospects about their brand name and current market share penetration.

As the trade show continued on, we started to create lots of PR because of our marketing methods and walked out of the show with over 300 leads from C level executives of restaurants chains U.S. wide.

After that tradeshow, Ibertech-Aloha grew year over year in revenue until they were sold to a public company called Radiant Systems for $30 million.

So why did this tradeshow approach work?

Most companies just go to tradeshows year after year with no pre-show planning, specific messaging, competitive positioning, or marketing strategies other than just having sales reps stand in the booth and hopefully look refreshed.

  • Don’t go to tradeshows because you went last year.
  • Don’t go to tradeshows because you have no other lead generation methods that work.
  • Don’t go to tradeshows because your competitors go.
  • Don’t go to tradeshows because your sales team says you have to.

Tradeshows cost too much money. Costs are going up, attendance by qualified prospects is down and in a down economy, tradeshows can be your greatest opportunity to increase your revenue or . . . just another alcohol and binge party event for your sales and marketing team.

It is up to you, but in an economy like today, you can grow your business quickly and economically if your tradeshow strategy uses a premeditated process . . . not a reactive course.

But if you go to a tradeshow, follow these guidelines:

  • Create a pre-show marketing plan to tease qualified prospects to come to your booth . . . or don’t go. If you can’t afford pre-show marketing, then you can’t afford to go to the show.
  • Don’t just go to tradeshows — create an event that forces your IT value to be experienced not just heard.
  • Develop specific handouts with unique messaging that forces prospects to listen and competitors to fear you. (Brochures are not specific handouts.)
  • Do market brand, but sell value.
  • Understand that it is better to go to 2 tradeshows a year that are planned than 6 tradeshows where you just show up.

If you are looking to increase your success at tradeshows and maximize your qualified lead generation right now using a proven method like I used at Ibertech, then learn more here.

It’s up to you!

To your corporate revenue growth,

Kevin A. McCann
President & CEO
Executive Strategy Group, LLC
603-319-1736
www.executivestrategygroup.com
“Value Defined, Value Delivered” ™

About The Executive Strategy Group, LLC

Kevin McCann

Kevin McCann is President & CEO of The Executive Strategy Group, LLC. We are a managing partner of the Value Forward Network and have consulting partners in five countries making us one of the world’s largest management consulting groups focused on helping companies increase corporate revenue capture.

We work with senior executive teams to integrate sales process, marketing methodology, corporate strategy and financial management into one outbound revenue capture program to increase corporate revenue. We do this by assessing the value your customers see and the value you think you have and then measure the “Value Variance” gap between the two. Once we have identified the “Value Variance” between the two, we then make appropriate strategic and tactical recommendations on your corporate strategy and marketing programs to close the gaps. When this is completed, we then train your sales team to sell to management more effectively using techniques that are linked to our recommendations.

Top-performing organizations are increasing their company’s revenue and valuation within a constricted economy by investing in our business growth acceleration strategies. For more information, visit: http://www.executivestrategygroup.com or
call Kevin McCann directly at (603) 319-1736

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The 7 Laws of Persistence To Your Business Success

persistent-hiker

CEO “Think and Grow Rich” Business Growth Methods

by Paul DiModica

Recently, I held a roundtable master mind strategy coaching session with six CEOs. Their company’s annual revenues ranged from $6 million to $39 million. Each of their businesses had been executing successfully for at least 5 years and each operated in a different, non-competitive software or professional service market space and geography.

While I was giving suggestions to one of the CEOs on a best practice option to change his IT offering names, price and marketing approach, one of the other CEOs mentioned that his model of success relevant to this conversation has been using the concept of persistent change as an achievement tool to help drive department and revenue capture success. All of the IT CEOs present agreed that persistence was required in today’s economy to marshal through the changes they needed to make in their business models to adapt to the new economy’s success requirements.

The concept of persistence is a proven business driver to make anyone or any company successful. In the grand book “Think and Grow Rich”, written by Napoleon Hill (one of the greatest entrepreneur success books of all time), he discusses at length the laws of persistence and why it is important to help you reach your stated objectives. Through this concept, he revels that persistence in business is a positioning of how you think and how you allow those thoughts to control your actions.

Yea, yea, it kind of sounds like new wave theory, but in fact there is a lot of third-party research and anecdotal case studies that support it as a tool to drive business revenue success.

Examples of company persistence are:

  • Salesforce.com lost tens of millions of dollars before it became profitable.
  • In 1997, Apple had to borrow $150 million from Microsoft.
  • It took Oracle 10 years to hit $50 million (adjusted for inflation) in annual revenue.

So, persistence is a scorecard tool for sales, marketing and strategy team members as well as CEOs who know what they want. Yes, there are roadblocks including financial hazards, political calamities, social upheavals and time management issues who threaten your commitment to success on a daily basis.

Napoleon Hill’s Laws of Persistence and how they can help your company’s success:

1. The concept of aspiration or desire to be successful and how it will drive your persistence — even when you are tempted to just give up and just keep blaming the economy and waiting for it to change.

2. Organized written plans — which act as road maps for CEOs and enables them to be emotionally persistent because they can see the path in front of them.

3. Gained knowledge — learned best practices of what works and what doesn’t to help you use a premeditated approach and, instead of guessing, will feed your persistence to move forward.

4. Cooperation with your team — create a synergistic integration of thought with you and your staff. With harmony comes success, with dissension comes failure.

5. Clarity of purpose — know what kind of company you want to have, who your buyer is, why they will buy, why they will not buy, and how to create value that your target buyers believe.

6. Self-Dependence — know what you need to do and just do it, even when it is difficult; push through any hesitation and make yourself become persistent.

7. Practice — create a habit of doing what you should do — even when you don’t like doing it; force your mind to be conditioned even when you emotionally and logically decided you can’t do it or don’t have time.

Persistence Definition: . . . Tenacity, continued effort or existence

By following these 7 guidelines, your company growth goals can be achieved.

To your corporate revenue growth,

Kevin A. McCann
President & CEO
Executive Strategy Group, LLC
603-319-1736
www.executivestrategygroup.com
“Value Defined, Value Delivered” ™

About The Executive Strategy Group, LLC

Kevin McCann

Kevin McCann is President & CEO of The Executive Strategy Group, LLC. We are a managing partner of the Value Forward Network and have consulting partners in five countries making us one of the world’s largest management consulting groups focused on helping companies increase corporate revenue capture.

We work with senior executive teams to integrate sales process, marketing methodology, corporate strategy and financial management into one outbound revenue capture program to increase corporate revenue. We do this by assessing the value your customers see and the value you think you have and then measure the “Value Variance” gap between the two. Once we have identified the “Value Variance” between the two, we then make appropriate strategic and tactical recommendations on your corporate strategy and marketing programs to close the gaps. When this is completed, we then train your sales team to sell to management more effectively using techniques that are linked to our recommendations.

Top-performing organizations are increasing their company’s revenue and valuation within a constricted economy by investing in our business growth acceleration strategies. For more information, visit: http://www.executivestrategygroup.com or
call Kevin McCann directly at (603) 319-1736

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How to Double Your Sales in the Next 60 Days Using Your Proposal as an Invisible Salesperson!

invisiblesalesperson
by Paul DiModica

So, the salesperson comes to my office, wearing khakis and a yellow shortsleeve shirt and hands me his proposal for our new $52,000 client server network system to run all of our business.

The first time I met the sales guy, he actually wore a suit. But I guess now, since we got the first impression out of the way and have built a “relationship”, it was ok for him to come to our office looking like he was on his way to his daughter’s softball game.

So I eyeball the proposal — all two pages of it — and it looks kind of like a book-of-the-month club order form or a checklist for a kids’ birthday party at a bowling alley.

Hey — it’s $52,000 . . . at least try to sell me.

Do you think he got the deal?

To sell and market your products and services better, you must understand how your offerings are dissected by the prospect and then ultimately chosen as the buyer reads your proposal.

So, whether you are a marketing manager, a salesperson or a CEO, you need to create proposals that act as an “invisible salesperson” that sells when you are not in the room.

Does your proposal just list installation, equipment and software modules being purchased or does it have 30 boring pages of the scope and installation schedule of professional services the client is going to buy?

If so . . . then that’s a problem.

Your proposal should be an invisible salesperson who sells for you when you are not there. It should communicate your value three dimensionally so the prospect understands why they should buy from you – not the other vendors who are also trying to validate their value. Even more important, it should educate all of the other decision influencers and decision makers who are making a judgment on your offering. Hoping that your primary contact is going to precisely communicate your value and correctly answer all of the questions that may arise about your offering is naive.

If your proposal does not scream “I am the one”, then you have a problem. If you sell your products and services in a complex, multi-layered decision process . . . then it is even more important for your proposal to work as an effective business tool.

When a proposal is reviewed, it must explain “why” they should buy from you, not just “this is what you get.” You need to include, at a minimum, the following information:

  • What is your company philosophy?
  • How do you handle client special requests?
  • What does the prospect need to know that they are not educated enough to ask you or your competitors?

All important questions that if you don’t address will reduce your firm’s success and cause you to lose deals that should be yours.

To double your closing ratio in the next 60 days, follow these three steps.

Three Proposal Tips You Can Use Right Now

1. On the last page of your proposal, include a summary on “Why you should invest with us.” More than a written conclusion, this section should succinctly describe why the prospect should select you specifically. In your soliloquy, list the potential consequences to the buyer (in a professional way) of what will happen if they don’t buy from you . . . or if they don’t buy at all.

2. Create a F.A.Q. (Frequently Asked Questions) section in each of your proposals to answer the most asked questions your targeted buyers may ponder. This allows you to always give the correct response to a sales objection or question that your buyer and their teammay have, even when you are not there.

3. Keep a client dialogue book and write down detailed notes that include the prospect’s name, title, date of comment and positive observations the client and their team make about investing in your products and services during your conversations and discovery. As long as a prospect doesn’t say “this is confidential”, list all of the positive comments inside the proposal under a heading called ” Comments Made By Your Team.” References by your current clients are always good, but positive statements of why the prospect should buy made by their own team is always better.

Selling is a premeditated sport. You must invest time, money and effort into a precise process of how to communicate value continually while managing the buyer process of acquisition.

Your proposal can be an invisible salesperson that keeps selling — or it can be a book-of-the-month club order form that describes what you buy . . . not the reasons why the buyer should buy.

It’s up to you!

To your corporate revenue growth,

Kevin A. McCann
President & CEO
Executive Strategy Group, LLC
603-319-1736
www.executivestrategygroup.com
“Value Defined, Value Delivered” ™

About The Executive Strategy Group, LLC

Kevin McCann

Kevin McCann is President & CEO of The Executive Strategy Group, LLC. We are a managing partner of the Value Forward Network and have consulting partners in five countries making us one of the world’s largest management consulting groups focused on helping companies increase corporate revenue capture.

We work with senior executive teams to integrate sales process, marketing methodology, corporate strategy and financial management into one outbound revenue capture program to increase corporate revenue. We do this by assessing the value your customers see and the value you think you have and then measure the “Value Variance” gap between the two. Once we have identified the “Value Variance” between the two, we then make appropriate strategic and tactical recommendations on your corporate strategy and marketing programs to close the gaps. When this is completed, we then train your sales team to sell to management more effectively using techniques that are linked to our recommendations.

Top-performing organizations are increasing their company’s revenue and valuation within a constricted economy by investing in our business growth acceleration strategies. For more information, visit:http://www.executivestrategygroup.com or
call Kevin McCann directly at (603) 319-1736

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How to Think Like a Surfer and Sell More Effectively!

Think Like a Surfer

I started surfing a few years ago. It has been an amazing, and sometimes grueling, experience to paddle out on my long-board and practice catching that ‘perfect wave’ – especially during the winter months here in New Hampshire – yes, a 6/5/4mm wetsuit with a hood keeps you warm enough to surf even when it is snowing.

Once I became comfortable with the basic fundamentals of paddling out past the break, ‘duck-diving’ or ‘rolling’ to avoid the onslaught of waves that kept me from getting out to sit and wait for the ideal ‘set’ of waves, my confidence grew.

Along with enhanced confidence came peace and clarity while sitting on the board and ‘reading’ what the ocean was sending my way. Having time to think while waiting for these waves, the thought struck me how similar successful surfing is to successful selling. The parallels between the two are numerous!!

Here are some of the secrets for sales representatives to learn that surfers know and live by in order to be successful on the water:

How to Sell More Effectively Using a Surfer’s Perspective

1. Surfing: Select Your Ideal Surf-Hole = (Selling: Proto-Type Your Ideal Prospect) In surfing, it is critical to select a surfing spot that matches your skill level and knowledge of what lies beneath the surface. At this stage of the game I will not be surfing the Mavericks in CA or the Banzai Pipeline in Hawaii, since these are both over my current skill level. I also will not go into an area that I know has rocks near the surface, even if I have the skills to surf the waves. I only spend time at the surfing spots that I know will be a fit for me.

In sales, it may seem fundamental, but in order to maximize our time and effort, we mustProto-Type our ideal prospects by identifying those characteristics that increase our likelihood of closing a deal. Creating a “dart board” (aka prospect or target list) of ideal prospects based on Vertical, Geography, Revenues, and Sales Cycle duration is crucial to our success as a sales person. If we know specifically who we are going to target down to this level of granularity, our likelihood of obtaining our “ideal clients” goes up dramatically. Don’t waste time on prospects outside of this focus group.

2. Surfing: Plan Your Surf Session =  (Selling: Create a Sales Plan) Surfers stand on the beach before they enter to examine and study the break. They paddle out and ‘triangulate’ their location three ways; against their position relative to the shore where they entered the water, a location to the north or south of their spot on the water and against where the waves are ‘breaking’ to determine if they are getting pulled in one direction or the other. They need to know where the best spot was and how to get back to it if they get pulled off course.

Just like surfers, sales people need to have a strategy and plan that helps them know when they are on the right course or if they are getting off track. Preparing a Pre-Engagement Outline of all steps in the sales process is one way to outline a sales cycle. Having a step by step action plan of what it will take to move a prospect from cold call to a signed contract is critical. Managing and monitoring how long it takes to complete each step will provide you with tangible metrics to use and work to shrink the sales cycle.

3. Surfing: Wait For The Best Wave In The Set =  (Selling: Don’t Sell Only To Low-Hanging Fruit). It is very tempting to grab that first wave of a set. I recently surfed with a friend of mine in Santa Cruz that called the first wave the “sucker’s wave” or the “clean out” wave. We would sit on our boards and watch as 5 to 10 surfers attacked the first wave of the set because they were anxious. Some of them caught the wave and several of them missed the wave. For those that missed the wave, they were now out of position and could not catch any of the other waves (usually the bigger waves) in that set. Lost opportunity.

In sales, just because a lead was given to you doesn’t necessarily make it a good deal for you or your company. Sales people often feel the urge to jump on any ‘low-hanging fruit’ opportunity (aka ‘the sucker’s wave’) and figure that it is better to have this deal rather than no deal. In reality, if you start to chase this deal and invest time, money, resources and effort on this deal, and it doesn’t fit your ‘Proto-Type Prospect’, then you may have missed out on several other great deals behind it. Be selective and know what a good deal is for you!

4. Surfing: When You Feel The Wave Grab You, Pop Up! =  (Selling: When Prospects Take Action Steps, Nurture The Deal) There is a split second in time when a surfer feels the wave grab hold of them and propel them forward. This is the exact moment when the surfer needs to ‘pop-up’ and assume the surfer’s stance to catch the wave and ride it out.

In sales, this same moment occurs when a prospect that we have been targeting starts to take steps with us in the sales cycle and aligns their buying cycle accordingly. Examples of this can be signing an NDA (non-disclosure agreement) or LOI (Letter of Intent), taking a meeting at our location or sending us documentation we have requested as the selling party. Actions the prospect takes to show interest in buying our product or service give us the signal that they are serious buyers and are propelling us forward in the sales cycle. Recommendation, nurture this opportunity! Remember, you can’t trust what prospects say, only what prospects do!

5. Surfing: Quickly Scan Around You To Avoid Collisions = (Selling: Always Convey Value So You Don’t Lose The Deal) Once the surfer is on the wave and riding, it is very important to quickly scan to the right and left to see if there is anything that could possibly knock them off the wave – other surfers, rocks coming up or the wave breaking in a way that they didn’t expect. All of the above will cause the surfer to quickly change direction and adjust the ride.

In sales, these obstacles could be expected or unexpected hurdles or roadblocks in the sales cycle. Examples could be a change in decision makers or decision making process, budgetary shifts and changes, competitive pressure or timing issues. To maintain a leadership position in the course of the sale, always qualify and re-qualify the decision making criteria and always communicate your business value upfront and continually through the sales cycle to avoid losing the deal to a competitor or another line-item in the budget. Value, value, value.

6. Surfing and Selling: Share Success – Everyone gets excited to hear stories of success. Surfers always like to talk about the biggest wave they surfed or the most unique surfing experience they have ever had. Coincidentally, the audience also loves to hear stories of bravery, challenge and victory as well.

In sales, effective storytelling and the sharing of how your other prospects and clients have achieved significant benefit from the business value you provided is an advanced sales technique that will help you close more deals. Prospects like to hear how others have become successful using your products and services and it is human nature to want to be entertained by a well delivered story.

Share your successes in a way that inspires others and you will close more business!

If you follow these guidelines, you will become more efficient and effective in your day to day selling duties.

Have a great surfing and selling day!

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