JStringer Blogcity

Copyright © 2010 Jim Stringer. All rights reserved.

“Why can’t I find a sales person that can deliver?”

“Those sales people are just lazy con artists. They convince me they can sell. I hire them. Then they produce nothing”

“Motivational contest for the month: 1^st place…You get to keep your job”

“I offer uncapped income potential through a huge commission % and they still can’t sell.”

“I don’t pay sales people unless they produce.”

“Why do my sales people complain about needing marketing materials and sales tools? Isn’t that part of what I am paying THEM to do? If they are as good as they say, they should be able to sell with their charm and good looks alone.”

“What is the sales department budget? 0! Sales people need to pay for themselves!”

“I only hire sales people with a book of business/contacts they can call on”

If you agree with any of these statements, maybe YOU are the problem!!!

The Fisherman

There once was a great fisherman named Ned. Over the years Ned had earned a reputation through winning competitions all over the world. He was considered a master angler able to locate and catch almost any kind of fish known to man.

After years of tournaments, being a guide, and teaching others to fish, Ned needed a change. A normal quiet job (still in the fishing industry) sounded like a nice break.

One day the perfect opportunity presented itself. He found a small fish market looking to hire someone to transport fish from the dock to the market. The owner needed a full basket of fish every day and was willing to pay $5 per fish.

The owner sells fish from $10-$30 per fish pending on what kind it is.

The best part was that every morning, there was a full basket of fish brought in from a local non-profit fishing group. The types of fish varied, but Ned didn’t have to worry about that. His pay was still $5 per fish. So, every day he went to the dock, picked up the basket of fish and delivered it to the market. The owner would count the fish and pay him accordingly, and Ned would have the rest of the day to do as he pleased. He even had time to make some extra cash on the side as a guide if he felt inspired to do so. Life was good.

Note: (Here is how the numbers work)

• A basket holds about 50 fish.
• At $5 per fish, Ned makes $250 per day.
• Minus 30% for taxes, still gives him $175 per day.
• At $10-$30 per fish, the owner could gross $500-$1500 per basket. With only a $250 pay out, he was making a great profit off of  Ned.

This went on for a month until one day something happened. The non-profit company leaving the fish for the market decided to donate half of the catch to the homeless. This only left half a basket for the market. So, Ned took the half basket to market and explained to the owner that this was all there was. The owner didn’t seem overly concerned. He counted the fish and paid accordingly. Which was only half what was normal.

The next 10 days in a row, the same thing happened. This was now becoming a problem. Ned was only making half as much, and the owner was starting to complain that he wanted full baskets. He told Ned “I need you to go find a way to fill the rest of this basket each day. I hired you because of your claims to being a fishing expert, ability to catch fish when nobody else can, and the long term benefit of you being ably to train new people to do the same if we grow big enough to have a need to hire more fisherman. So, I am putting this in your hands. Go prove yourself. I will make this worth your effort by not putting a limit on how much money you can make. You can bring me as many fish as you catch and I will pay for every one of them. This sounded great. No cap on his income, and he starts each day with half a basket. Unfortunately, also that same day, he found out that the non-profit was no longer donating fish to the market. So, he was going to have to do this all on his own.  There wasn’t even a half basket guarantee anymore.

Fresh start: (New day. New responsibilities and possibilities.)

Day 1: Wicked storm makes it impossible to fish off the dock. (No fish. No pay)

Day 2: Found sign on dock “catch and release area only” (No fish. No pay)

Day 3: Ned decides to have a meeting with the owner to discus the need for a company boat, gas, bait, fishing poles and a depth finder. He has most of this, but why should he have to wear out his stuff to build someone else’s company?

Note: Because he is an expert fisherman, he knows exactly what to do to bring the owner more money. He presents options to the owner based on what he knows he is capable of doing if he is given the tools he needs.

This is the idea he shares with the boss: (2 ways we can approach it)

#1. Go after the fish that sell for $30. They are a little harder to catch and require more time and gas because they are out in deeper water. However, I know I can average 30-50 of this type per day. At $30 per fish, you make $900-$1500 gross.

#2. Go after the ones that sell for $10. They are easier and closer in so they cost less to go after but require 3 times as many fish to make the same profit. I know I can average 50-70 of this type per day. At $10 per fish you only make $500- $700 gross, but with less overhead.

Ned’s conclusion: I could make you more money by going for the better fish if you are willing to spend a bit more on gas and give me a pay plan worth doing it. After all, I am no longer picking baskets up off the dock. I am now spending the entire day utilizing a skill that few others have on my level.

If the boss liked this proposal, it actually sounded very inspiring to Ned. It would allow him to be more engaged in the growth of the business, and he would feel more like a partner then just a worker. It was exciting to present and he was anxious to hear what the owner thought.

Unfortunately, the owner responded with “I simply don’t have the budget for any of that. In fact, you should be willing to provide your own equipment. This is a paid for performance position. I don’t pay if you don’t produce. The fishing department needs to pay for itself based on what you bring in. The reason I offer you the uncapped commission structure is so you can make enough money to off set your costs. So, it’s up to you. The best part is that I’m not holding you back. Whether you fail or succeed, you are in control. It’s completely in your hands.”

After Ned leaves the meeting, the owner thinks to himself “Wow. I’m such a great leader. My tactics are genius. I challenged his ego a bit and then inspired him by allowing him to make unlimited money based on his performance. I’m quite the motivator.”

Day 4: (Reality) Ned puts $75 worth of gas in his boat, buys $25 worth of live bait, and sets off to go fishing feeling lower than whale s***. He is now investing in his J.O.B. as if he were a partner but is being looked at as less then an employee. He has no salary, no benefits, and he now feels used and taken advantage of by the owner. (Opposite of what the owner thinks about the results of his leadership/motivational speech)

He decides to play it safe by fishing the easy stuff. After all, he gets paid the same for the $10 fish as the $30 ones. Why spend more to catch and make less. So, he catches a full basket of $10 fish. Which, again, is around 50 fish.

He calculates his day:

• $5 each gives him $250.
• He puts 30% away for taxes which leaves him with $175.
• However, He now has to account for the $100 he spent on gas and bait.
• He is left with $75 profit.

Day 5: Ned struggles to get out of bed to go fishing. He has no inspiration at all. He invests his $100 in gas and bait and sets out to go after the small stuff again. This time, however, he seems distracted. He spends a lot of time thinking about how he could convince the owner to share some costs and let him do it right. By the end of the day, he notices that his lack of motivation has lead to a lack of focus on fishing, which has lead to half a basket instead of a full one.

He calculates his day:

• 25 fish times $5 is $125.
• 30% to taxes leaves him $87.50.
• He spent $100 on gas and bait.
• He looses $12.40.

By the time he reaches the market, he is furious. He is about to give the owner an earful. Luckily the owner is gone for the day so an assistant counts the fish and pays him. The reason he was lucky the owner was gone is that he would have left the market without a job that day. When he got home, he opened his bills and realized that if he didn’t start making money immediately he would loose his boat and his house. To stay current, he needed to make the same profit he did when he started. “At least I still have a job.”

Conundrum: (The trap)

“I have to catch just over a basket and a half to equal the same money I was making at the beginning due to my new overhead.  This means I am going to have to be on top of my game and focus on fishing hard every day.

Day 6: Ned jumps out of bed early and is ready to go. The problem is that it isn’t out of inspiration today. Instead, it’s desperation. As he hits the door, the phone rings. It’s the owner. He says to Ned “I noticed that the first day you brought a full basket, but it was all $10 fish. That is o.k. but it really won’t help me grow. What I’m concerned about is that on the second day you brought half a basket of $10 fish.  This is simply unacceptable.  I can’t make a big enough profit on a half basket of $10 fish to justify keeping you. So, I suggest you either bring 2 baskets per day of the $10 fish, or go catch 1 basket of $30 fish. To motivate you, I’ll pay $1 more per fish if you go after the $30 fish. If you are as good as you claim, you should be able to bring just as many $30 fish as $10 fish anyway. So, theirs a little perk for ya.”

As the owner hung up the phone, he felt great. “I’m a genius” He thought that his little speech must of sent Ned out the door motivated like never before. After all, he just offered him a raise. Also, if the baskets are all $30 fish, he will make twice as much off of Ned then at the start.

On the other end, instead of hanging up the phone, Ned sent it through the air and into the wall. Shattering it in pieces. He walked out the door kicking over everything in sight. He stormed down to his boat and put $125 of gas in it this time. “I’ll show him. I’m going to go get a basket of $30 fish just this once to shut him up and prove to him I can do it.”

As the day went on his anger grew. He couldn’t concentrate on fishing. In the end, he only caught half a basket. When he brought it to market, the owner said “Well, it’s only half a basket, but it’s $30 fish. So, this is more expectable. Also, I think this is a good learning experience for you. I bet by the end of the week, you will be bringing me full baskets or more. That extra dollar per fish will start to ad up soon.”

Ned was so defeated, he didn’t even have the energy to argue. The owner was, again, extremely pleased with his motivational skills. He was able to inspire Ned to go after the better catch. “I should do motivational seminars” he thought.

On the way home, Ned started calculating his loss:

25 fish at $6 each is $150.

30% tax leaves $105.

He spent $150 on gas and bait,

It cost him $45 to go to work today.

Not only did he loose money, it seems he proved nothing to the boss. In fact, he thinks he is a rooky with things to learn about fishing.

“This was a good learning experience. I bet you will catch full baskets by the end of the week?” This is the most insulting thing that has ever been said to him.

Day 7: Ned wakes up late with a hang over. He decides to call in and quit. However, his phone is broken. So, he goes down to the market to do it face to face. On the way he contemplates how he will put the owner in his place. He decides, however, that it is better to be polite, professional and not burn any bridges. So, he resigns peacefully.

As Ned leaves, the owner thinks to himself :

“Why can’t I find a fisherman that can deliver?”

“Those fisherman are just lazy con artists. They convince me they can fish. I hire them. Then they catch nothing”

“My motivation was perfect and easy to understand. Catch fish. Keep your job”

“I offer uncapped income potential through a huge commission structure and they still can’t catch fish.”

“I don’t pay fisherman unless they produce.”

“I’ll go find someone willing to do it for $4 per fish. Boy, those fisherman are a real headache to deal with. They have no appreciation for the opportunity I’m offering them”

Half Court Bricks

For years I have watched sales departments operate and motivate by throwing half court bricks. How many times do we see a sales team of 10 people broken down like this:

1 superstar, 2 average, and 7 struggling.

At first glance we think “just do what the superstar does” Then we try and find we can’t. Yet, we regard his/her methods as “what works.” If 9 out of 10 people can’t repeat what the superstar does, why do we call those methods the model that works?

2 things are critical for a sales team:

1. A process/game plan that works for the majority, not the one.

2. Proper motivation to follow that process and plan, instead of chasing the end result.

Comp plans play a huge role here:

Most comp plans are performance based. We try to get to the end result “the sale” by using carrots and sticks. We transfer the risk to the sales rep because we don’t have a process in place that guarantees results if followed. If we did, pay for performance wouldn’t exist. We could give a base salary and strict guidelines to follow and the results would be there. Instead, we ask the rep to figure it out at their own expense. This creates an environment of throwing half court bricks.

Half court brick analogy:

Take a basketball team. What if we try to motivate the players the same way we try to motivate the sales team? Instead of paying players to execute the strategy, lets pay them individually for performance. The goal is to score the most points. So, lets pay the players per point they score. With that thought in mind, lets add a new rule. Half court shots are worth 5 points. Obviously the goal is to run the score up as fast as possible. We want the biggest reward to be for landing the shots that increase points the fastest.

Here is your new pay plan:

$1000 every time you make a 2 point basket. $5000 every time you make a 3 point basket. $20,000 every time you make a half court shot. Makes sense right? Hitting 5 point baskets runs the score up faster causing a bigger ROI. So, we reward that with bigger carrots.

Of course, the result would be total chaos. Every time someone gets the ball, they would put up half court bricks. They can’t afford to pass, and it is too much work for the $1000 return to drive all the way to the hoop. Not to mention, they won’t have much help on the way. Also, what kind of players would you be able to recruit on this program? Certainly not the superstars. They know better. (Same with sales superstars)

As silly as this scenario sounds, this is what happens when a sales department is too heavily commissioned based without a structured strategy/plan in place guaranteed to return results if followed. If a rep is only compensated for the sale, they tend to skip much of the process as they chase the sale. Resulting in throwing half court bricks.

All pro’s can consistently make a lay up once they are in position. Very few if any can consistently make a half court shot. Are we giving our sales teams a strategy, support, and help putting them in front of the basket, or are we just handing them the ball at the half court and yelling “SHOOT!!!”

1. The goal or quota was set by the accountant or someone in another department based on what is needed either for an ROI or to hit a company budget: Often times this goal is unrealistic to hit.
2. The sales person sets an unrealistic goal trying to impress, win a contest, or is just over optimistic about the ability to hit the number.
3. The goal is verbal: I find that I have to say it, write it down, then break it down into mini goals/steps leading to the goal. Then post it somewhere I see it every day.
4. No plan: This goes with number 3. If you don’t have a detailed written plan of how to hit the goal, then it is a hope or wish, not a goal.
5. Out of balance in other areas of their life besides work: You need a healthy balance in 5 areas of your life. (Spiritual, Family, Health, Professional, Personal)

Sales people are notorious for burning the candle at both ends. Every time they hit a goal, there is a bigger one put in front of them. They tend to neglect other aspects of their life because they are so driven to hit the next goal or win the next contest. At some point, they can easily burn out.

(A lot of company presentations I have seen follow this format in some capacity. What makes mine unique is the use of “NLP” and “Enneagrams”.)

1st appointment (After the cold call/prospecting)

1-Warm Up (1st level questions)
I always spend a small amount of time when I first walk in just getting to know that person. Ask 1st level questions. My goal is to find commonality.

2-Intent Statement: Ben Duffy
Just a statement that sets the tone as to what I am there for and what I want to accomplish before the end of the meeting. Also, I do what is called a “Ben Duffy” Just a statement tied into the intent statement that lowers the customers tension/wall. This type of statement was invented by a salesman named Ben Duffy. He found he was able to have more influence over his customers when he let them know what the expectations were of the presentation, and that he wouldn’t strong-arm them into buying. By doing this, he was able to get the customer to relax and concentrate on the presentation instead of thinking about how he/she was going to get out of having to make a decision. At this point I am not worried about urgency or getting a “Yes/No answer today” agreement. I will build urgency in my discovery and tie it into the presentation.

3-Discovery (2nd and 3rd level questions)
I want to ask 2nd level questions then transition into 3rd level based on what I find out on the 2nd level. Also, I will identify their personality type so I can “sell them the way they want to be sold” These questions are obviously developed based on industry.

4-The Presentation (The body of the company’s presentation)
Along with giving the company presentation, I take what I learned in discovery about their personality type, and buying “motives/criteria” and mold those “hot buttons” into the presentation. Making them the focal points as to why they need my product or service. I do not change the presentation my company wants me to do. I enhance it with what I now know about my customer and how he/she makes decisions.

5-Close or Set Another Appointment
My intention here is to ask to get a “commitment of action” pending on that industries sales cycle. If it is designed as a one-stop close, I require an answer. (I don’t accept, “I have to think about it”) If it is a longer sales cycle, I set a second meeting with a definitive agenda/goal agreed on by both parties, and a definitive date and time. (I don’t accept “I’ll look at my calendar and call you”)

Social Buying Styles

Lots of companies use the model of Driver, Amiable, Expressive, and Analytical. Though  this model can be somewhat effective, it is not fool proof. This social style model focuses on a persons mannerisms in social settings. It does not give us a strong indication as to what motivates them to buy, making it hard to determine what their ‘Buying Motive” is. Or, what kind of decision making process that person needs to go through to make a purchase. Each person is different.  I’ve seen everything from a customer calling their friends for advice, to going in the other room alone to pray. This model doesn’t address what is going on in the customers head. Also, people can seem to be a style that they are not when they are put into a stressful buying situation.

Example: My mom is amiable.  However, when she gets into a buying situation, she is so insecure that she asks lots of questions that would lead a person to believe she is analytical. If you follow the steps in selling an analytical, you would give lots of technical data and documented proof for her to look at. This, in her case, will be confusing, stressful,  and make it impossible for her to make a decision. “I HAVE TO THINK ABOUT IT!!” Which really means “I’m not comfortable”. What she really needs to be sold as is what I call a “Mystified”. Walk her through the steps of making things simple. When she starts to ask questions, she is looking for comfort not documented proof.

So, when we type cast someone, it isn’t to put them into a social category, it is to put them into a “decision making” category. I don’t care how someone reacts at a social event as apposed to at work, or when they go out to eat. I want to know what kind of a buyer they are. What motivates them to buy, and more important, what criteria is going to be of greatest influence to the way they make that buying decision.

Jim’s Quote of the day: “If you don’t know How your customer makes a buying decision, you don’t really know If he is going to buy. You can only speculate and hope.”

Here are the categories/types I put people into:

Enlightened

Buying motives: Quality is more important than brand. Price is not a key factor, but they are aware of it. They don’t jump on the “sale” price because they are not impulse buyers. However, they will buy something of equal quality without the brand name if the opportunity presents itself. (Example: They may drive a VW instead of an Audi.)

Identifying tips: They dress well but not with flashy brand names. You may see them in a $250 pair of shoes, but you won’t know it til you look close. They may have an Italian leather purse, but it won’t say Gucci. They may have a $5000 watch, but it won’t say Rolex.  These are people who are secure in their life/careers. Usually professionals (not business owners though.) Doctors, Lawyers, Accountants… If you ask them what is most important, they will say quality if it is a product and service if it is a non tangible. Practical attitude, not excitable. Their tempo will be calm/maybe even a bit slow. These are the people that will let you talk until you hang yourself. Then, instead of calling you on it, they will just politely not be interested. A lot of times sales people won’t know what they did wrong or why they didn’t get the sale.

Selling tips: Small warm ups. They want to get to the point. No “sizzle”. They don’t care about the deal. They want to know it is the “right” thing to do, not the “In” thing to do. They may come in on referrals, but only to see for themselves. Just because the “Joneses” have one doesn’t close the deal. It only sparks the curiosity. They usually have an IFOR in some capacity. They are good decision makers with out others help. So pressure turns them off. They may research things a lot. Not for price as much as for practicality. If you ask “on a scale of 1-10…” This person will say 9 or 10. Sell less on technology and more on practicality and quality. They will want to be in control, so don’t give them the old “if I give you this, will you buy?” or the “ what will it take to earn your business?” They may not say anything to let you know it at the time, but you will loose credibility, and respect with them if you use closing tactics. Remember: These usually are educated higher end people. You need to be straight forward and practical. No gimmicks or witty sayings. Show lots of respect, and agree with their reasoning and practicality. Never try to cover up something they point out as negative. Instead, compliment them on their perception and let them know you will do your best to fix it. (NO EMPTY PROMISES) They also don’t want to negotiate much. They would rather know that “the price is the price” And, that if they talk to anyone else, they would have been offered the same deal. No games. Don’t try to hit heart strings or sell on emotion. Those are tactics designed to sell to impulse buyers. These people are far from that. In fact, they may seem to be in no hurry at all. That doesn’t mean they won’t buy on the spot. It just means they won’t be impulsive or caught up in the heat of the moment. You have to show you are relaxed and don’t really have a huge stake in whether they buy or not. “Win Win” is not a factor here. It isn’t that they want to see you loose your shirt on the deal, or them walk away with a huge discount. It is about the practicality of the product or purchase. You are just there to help them decide if it is the right thing to do for that situation. Note: Follow up and sticking to your word is really important. They are not afraid to take something back if it didn’t live up to what was promised.

Achiever

Buying motives: Brand. Technology. Stay ahead of the “Joneses”. New. Cutting edge. Anything that enhances their image. Price means nothing unless they can’t afford it. However, “the deal” does. They are very competitive. So, they want to feel they talked you down to nothing because they are such great negotiators.  Big EFOR. However, they like being first.

Identifying tips: Brand names that enhance image. Drive a low end BMW instead of a high end dodge. Dress flashy. They are well groomed. Very positive attitudes very excitable. They believe “they are what they do ”sales 101” would call them expressive, but they may be a bit of a driver too. These are usually sales people or entrepreneurs of some sort. Usually their tempo will be very fast. You will feel time is short. (However, if you captivate them, you have all day)

Selling tips: Short warm ups directed to pumping their ego. They want the best. They want what will enhance their image. Compliment them on what they do for a living, and show them how the product enhances that. Sell on ego and emotion more than logic. Don’t bore them with detail. They like the big picture/what does it do for me? When you ask “on a scale of 1-10…” this person will be 9 or 10, or even 11. They are usually sales people, performers, and business owners. They don’t mind the “sizzle” as long as you are good at it. (And they will know) They are very receptive to the “pitch”. If the pitch is cheesy, they will tear you up. If it is witty and presented with style, you will gain a few points. Sometimes, they may want to advise you how to sell. When this happens, it is funny because you just let them teach you. As they do, they will walk themselves into the sale. (The old saying “sales people are the easiest to sell”. True, unless you try to compete with them.) They act like they like the old “win win” reason for buying only because they are aware of that selling concept. However, deep down “win loose” is better. They are competitive and have a huge ego about negotiating. They do it for a living, and they also feel that “they are what they do.” So,, they would like to feel that they “took you to school”. Especially if they happen to be making this decision in front of a friend or their spouse.  These people are impulse buyers. They decide fast, and almost never feel remorse. Once you get them sold, they stay sold. In fact they go away and justify everything by how great of “deal” or “decision” they made because they are so ego driven. (So, they buy on emotion and justify with logic later.) The only thing that will kill you is if they feel they were “had” or that you tricked them. They want that to be the other way around.

Belonger

Buying motives: “my friend has one”. They like to see testimonials. They hate high pressure. They like to know that the product is what everyone else is choosing. “Be just like everyone else”.

Identifying tips: They wear team paraphernalia. Race car hats. They may come off as a bit of a “good ol boy” Tend to be more blue collar/construction type. They drive Ford, Chevy, Dodge, and have strong opinions why one is better than the other. “If it isn’t American made, you suck!” “Yes! It’s a hemi!…” They will have a medium or slow tempo.

Selling tips: They are EFOR type thinkers. They want to stay with the crowd, so make sure you give testimonials, and reassure them that everyone is buying it. They don’t like flashy sales tactics. In fact, you may feel that they “hate” sales people. They may see you as lazy because you chose a field that doesn’t make you sweat. They want you to be down to earth and make them feel like you are their neighbor. They will be practical, so don’t try to upgrade them on everything. “The deal” will help the sale, but don’t expect them to buy on impulse or emotion. There has to be some logic (not too much) but most of all “cost justification”. They have to feel like it will save money and pay for itself. They will rationalize it, but not analytically as much as just flat out “bang for the buck” When you ask “on a scale of 1-10” this person will say 5-8. They like the “win win” concept. If you present it right, they will see it as honest and fair. These people love to get a deal. They love it even better if they can bond with you in a way that says “we both made out on this one at the companies expense” This kind of “win win” will build loyalty with them and result in referrals and repeat business.

Note: A lot of these people fall into what I call “Indifferent” This is a tough category, because they seem to not care. The more you sell them, the more they resist. This type may be with a spouse that is excited, and they will try to sabotage it.

Example: The husband with the wife. The wife falls into one of the categories, and he is “Indifferent”. She will also be the outspoken one. You think she is the decision maker, but she isn’t. Every time you ask him what he thinks, he says “I don’t know, it’s not my department” Or “I don’t really care” Most sales reps take this at face value, and continue selling the other person. (Take the path of least resistance) The trap is that in the end she is going to look at him and say “well, should we get it?” And he is going to say “well, I’m not sure. Lets go think about it.” So, you must keep this type involved through out the process. Remember, he doesn’t want to be sold anything, and he will come off as a bit of a jerk because she dragged him out for something he doesn’t want to do. You have to use kit gloves on these people. They will try to bate you into an argument if possible, because they are looking for a reason not to buy. They will try not to cooperate. They will poke fun at the situation, or just look like they are bothered and want to leave. He won’t want to even answer the 1-10 question. If he does, it will be very low. This is one way you can differentiate him/her from a true belonger. (Actually he may be a belonger, but is an indifferent in this particular situation.) This type is the most important one to “get on his agenda”. Don’t be afraid if his agenda is not to buy. If you do a “take away” and jump to his side for a second, sometimes he will reconsider just to show he is in control. Sometimes, he will go along with it in the end because it will get him out faster and with less of a head ach. (He won’t have to go home and discuss it for days and then have to come back again anyway) You have to be aware of what is going on at all times. If you sense he will go along with it just to make her happy, or speed up the inevitable, you will have more power.

Note: I have had many situations with couples where the wife is one type, and the husband is indifferent. Usually when it is time to close the sale, they start to play ping pong with each other. “Should we get it? I don’t know, what do you think? I’m not sure, what do you think?” If you let this go on for more than about 10 seconds, it will always end with, “lets go home and think about it”

Here is a really funny solution that has worked for me more times than I can count.

I SMILE really big, and cut in politely and say “I think I can help here (look at the wife) would you like it if you had it? “yes” (look at the husband and reach to shake his hand) “can she have it?” (the smile is very important.). When he takes my hand, I just congratulate him and write it up. (I don’t wait for the yes)

This sounds way to easy to work, but it does. Here is the reason why:

She has done all of the talking and shopping. She knows he isn’t into it, but he may have the final say. He, knows she wants it, and his life will be much easier if he concedes. However, he doesn’t want to commit because he has been putting up a front throughout the sale. If he says yes, he looses some face. So, I create this scenario such that they both can win and save face. ( Could be any type but usually fall under 8, 5, or1, which is why it can be tricky)

Mystified

Buying motives: Security. Will be taken care of. Simple. Low pressure but need help with decision.

Identifying tips: If you ask the question ‘on a scale of 1-10”, they will always say 5 or less. They are afraid of total commitment, so they will leave a door to get out if possible. These are the toughest ones to get a “today” on. And worse yet, if you don’t, it is even harder to get them later. They have a strong EFOR. Testimonials will help if it confirms that they have no risk. Tempo will be slow. They will look a bit stressed. They will be very sensitive to pressure.

Selling tips: Keep it as simple as you can. They hate pressure and will be afraid of technology. They need to feel that you will be there for them and take care of everything. The purchase has to feel safe…no risk. Talk slow. Never go into great detail. It makes it harder for them to decide. Keep everything as though it is “no big deal”. Never never never try to fast talk them. If you do and you get the sale, the remorse % will be high. These are the ones that require the most follow up to make sure everything is o.k. and understood. They also require more warm up than pitch. They want to buy from you. Product and price are 2^nd. Sometimes with a mystified, you will just visit  with them, and they end up buying with little or no talk about the product. Trust is huge. Never be late, and never go back on your word. (you shouldn’t anyway, but this is especially sensitive for mystifieds.) Talk slow, and don’t get technical. Never act like you are in a rush to get the deal done. Close very light, with assumed yeses. Never force them to say “YES I WILL BUY” These are the ones you can say “how does that sound?” and then just right it up. The nice thing about mystifieds is that they are extremely loyal if you take care of them. They will be quick to refer people if they trust you. They usually won’t hand you the referral. They will just send people to you. Repeat buying will happen because you have become “safe” for them. (trust trust trust)

Agenda: Who’s agenda are you on? Always look to be on the customers agenda, not yours. This is one of the most important concepts of sales. You want them to feel that you are there to help their operation. Not to “get a sale”. Disconnect yourself from the “sale” and look to be of help.

Empathy: In order to get on some ones agenda, you must show them empathy. You care about them and want to truly help them. (What’s in it for them?) Agenda and Empathy should go hand in hand.

Time Tension Line: This refers to how high the tension is during a presentation. When you are prospecting, the tension line is very high. When you are back for a second appointment, it is low or level. You want it to be as low and even as possible.

Note: Low doesn’t mean disconnected. It means even low pressure without spikes. I like to call it “Pleasantly Persistent.”

Ego: You never attack a persons ego. You cater to it.

Hot Buttons: What is most important to the customer. Also called “buying motive” Learn to ask the question “What is the most important thing to you?”

Active Listening: When you ask your customer questions, listen to how they answer. Take note of the answers and mold them into your presentation. The answers they give become the reasons they need the product or service you offer, over the competition.

Checking for agreement: Through out a presentation, you need to know where you stand at all times. You need to do little tap-ins to find this out. This is not “trial-closing” It is just questions asked to see where you stand. You should never leave a presentation not knowing why they bought or why they didn’t. If you are not checking for agreement early enough to deal with objections, you are likely to hear “ I have to think about it”.

1^st Level Questions: Questions you do in warm up that build commonality between you and the customer.

2^nd Level Questions: Questions you do in discovery to help you understand what they are doing now. Who they are with. What kind of pricing/service they have. What  they like or dislike about what they are doing now. Also, this is where you find what their buying “criteria” or “motive” is.

3^rd Level Questions: Questions that get to the root of, or define a problem. They are to help you dig for the opportunity. Ask what we could do to make things perfect for them. Are there issues or missing pieces my company could fill in?