Every sales presentation reaches a point of explaining how the proposition works. In even the most energetic of presentations, this element can drastically slow down any pitch. If the explanation is too long, too complicated or just plain boring, you may look across the desk from you and see your prospect’s eyes begin to glaze over. If you are pitching over the phone, this is often the point where you detect a noticeable change in the voice and tone of your prospect.
The important thing to remember in this stage of your presentation is that you should not be trying to explain how your product/service works. Instead, with this step, your objective should be to explain that your proposition is simple enough to work. This means that if you do have a long and complicated process, now is not the time to explain it.
Take the following example: Samuel has approached a work colleague about an opportunity to make money on the side. Having a prior relationship with his colleague, allowed Samuel to present his business opportunity as the answer to all of the problems they had discussed in the past. Though his colleague seems more than interested at the beginning of Samuel’s presentation, he visibly loses interest when Samuel starts to explain the complicated compensation plan.
The organization with which Samuel is involved compensates associates with a binary system. The system requires that recruitment occurs equally in two arms of the business. Samuel pulls out a complicated tree chart that attempts to explain how this process will work. When he does, he notices that his colleague begins to look at the door as though waiting for his chance to escape. Why did Samuel lose his prospect even though he was previously very interested?
There are two extremes that you should avoid when approaching the subject of how your product/service works. The first is confusion. When you have a long and complicated process, consider how much of it your prospects actually need to understand. In this example, Samuel actually started by trying to explain the most complicated facet of the organization, it’s compensation structure. Though it would certainly be one of the main considerations for any potential recruit, a detailed explanation of the chart could follow once Samuel’s prospect is more committed to the idea.
The second important factor to avoid is missing out pertinent details. As you seek to eliminate any confusing information from your presentation, be careful not to weed out any information that may actually help your prospects see how well-suited your products are for their needs. Should Samuel have any great success stories of people who made more money in this binary system than they would have in a less complicated compensation plan, he should certainly mention that. He just doesn’t need to go into the technical details behind it just yet.
When Samuel reworks his presentation to leave out complicated details but still include relevant information, he will dispense with the complicated payout chart. All technical language and data will disappear and be replaced by features and benefits. Better still, they will be described in terms that present a solution to problems his prospect faces.
Action step: go over your product/service explanation. Take out any technical information and group together complicated processes so that you can present them as simple steps.
Many times, presentations are rejected purely because prospects cannot see how the proposition will work. If you complicate your presentation with technical information and irrelevant explanations, you risk assuring your potential buyers that if they say “yes,” to your proposition, you will make their lives more difficult. Instead, focus on a simple explanation that will help you convince your prospects that your product/service will actually make their lives easy.
22 Şubat 2008 Cuma
Changing Their Intentions
Even after a prospect has acknowledged the need for your product/service he or she will often still refuse to buy. This can leave many sales professionals wondering why they lost a sale even when their prospect needed to buy. A sales presentation that relies on the needs of the potential buyer as a tool for closing the deal is missing an important element. Your prospect must take a crucial step in between needing your product/service and actually buying it. To succeed in the selling game, you must understand that people do not buy based on their needs.
I’m going to let you in on a secret that could increase your commissions tenfold: people do not buy what they need, they buy what they want. If you need further proof of this statement, consider the following, people worry about their needs and spend money on their wants. Consider your own behaviors, how often have you known you need to take care of a project which requires your buying some product and put it off until the absolute last minute? Conversely, how often have you brought something because of how much you wanted it and then, after the purchase, come up with a bunch of reasons why you also needed it?
Take the following example: Rita owns a small IT firm and has created a relationship with a local business owner. He contracted her to set up the networking system in his office and home but stopped short of her other services. Since having had many conversations with him about the need for regular backups, Rita was surprised that he expressed no interest in upgrading her services to include setting up a regular information storage plan. Shelia had thought his need for a back up system would automatically result in him purchasing one.
Several weeks later, Shelia got a frantic phone call. Her client was experiencing computer problems thought that he may have lost everything he had filed on his computer. He wanted to know what she could do for him in terms of restoring the information and, more importantly, making sure this never happened to him again. Even though the problems he now faced were totally predictable, they meant nothing to her client until they actually happened to him. Rita was able to secure a contract to perform regular checks of the system as well as ensure that all information is adequately backed up.
This is all very well and good, but you cannot wait until some third party, or unforeseen circumstances move your prospects from needing what you are selling to wanting it. In your sales presentations, you must seek to convert people’s needs to wants by changing the urgency and usefulness that they attribute to what you are selling.
Action step: Ensure that when you speak about your product/service, your presentation always speaks to people’s wants and not their needs.
There are two easy ways to distinguish between wants and needs. Needs are fact based issues that have future consequences whereas wants are emotionally based and bring with them present appeal. Position yourself, your product and your service as a want and you wield great influence over your prospects’ decisions.
I’m going to let you in on a secret that could increase your commissions tenfold: people do not buy what they need, they buy what they want. If you need further proof of this statement, consider the following, people worry about their needs and spend money on their wants. Consider your own behaviors, how often have you known you need to take care of a project which requires your buying some product and put it off until the absolute last minute? Conversely, how often have you brought something because of how much you wanted it and then, after the purchase, come up with a bunch of reasons why you also needed it?
Take the following example: Rita owns a small IT firm and has created a relationship with a local business owner. He contracted her to set up the networking system in his office and home but stopped short of her other services. Since having had many conversations with him about the need for regular backups, Rita was surprised that he expressed no interest in upgrading her services to include setting up a regular information storage plan. Shelia had thought his need for a back up system would automatically result in him purchasing one.
Several weeks later, Shelia got a frantic phone call. Her client was experiencing computer problems thought that he may have lost everything he had filed on his computer. He wanted to know what she could do for him in terms of restoring the information and, more importantly, making sure this never happened to him again. Even though the problems he now faced were totally predictable, they meant nothing to her client until they actually happened to him. Rita was able to secure a contract to perform regular checks of the system as well as ensure that all information is adequately backed up.
This is all very well and good, but you cannot wait until some third party, or unforeseen circumstances move your prospects from needing what you are selling to wanting it. In your sales presentations, you must seek to convert people’s needs to wants by changing the urgency and usefulness that they attribute to what you are selling.
Action step: Ensure that when you speak about your product/service, your presentation always speaks to people’s wants and not their needs.
There are two easy ways to distinguish between wants and needs. Needs are fact based issues that have future consequences whereas wants are emotionally based and bring with them present appeal. Position yourself, your product and your service as a want and you wield great influence over your prospects’ decisions.
How to Use Sales Psychology to Create More Lifetime Clients Now
My Customer is Ticking Me Off!
That was the recent comment I heard from a seasoned sales professional. He then described the customer's controlling nature including how he would often interrupt, and want answers in Cliffs Notes version.
The sales person had a style mismatch. He was choosing to be upset by the customer's actions.
After letting him unload, I asked him how he's adapting to the customer.
"Adapt?" he asked, puzzled.
I said, "You could just live in your hurt feelings, like you've been doing. Or you could choose to pay closer attention to your customer and work with him the way he wants to be worked with. Specifically, allow this customer to have control over the sales call, give him the information he needs in the timing he needs it, and allow him to cut you off."
Ultimately when you allow your customer to win, you'll end up winning too. Your customers don't necessarily want to be your friends. They want to be your customers because they need your products and services, don't they?"
How to Make Sales, Not War
War metaphors such as "It was a hard fought battle" or "We had to punch the proposal through their defenses" are often used to describe the sales process. However, a more elegant and effective sales close approach is to give the customer what he or she wants in the way they want it with a nice ribbon around the package.
When the customer perceives you as the expert who really understands what he or she needs and when you give it to them in the way they recognize as serving their needs, you automatically turn an adversary into an ally. This will turn your customers into lifetime customers.
The Ultimate Secret to Turning Customers Into Lifetime Customers
Many companies struggle when differentiating their products or services. When you know how to adapt your personal selling style to align with that of the customer, you become the point of differentiation.
This requires you to be very aware of your approach to selling and the customer's approach to buying.
For example, high-steadiness behavior types hate change. When a sales person shows up, he or she represents change, and that alone is enough to cause the customer to freeze. High-conscientious types often want detailed facts and figures, delivered with precision.
We're most successful when our approach is identical to the customers. So you may find it beneficial to adapt your approach to theirs, even if it's not your natural style.
Salespeople who have learned the secret to adapting profoundly increase their sales because they possess the ability to sell to different kinds of people.
How to Identify Your Style and the Style of Your Customers
I gave the person I was coaching the following explanation so he could identify his style and the styles of his customers:
"D" Behavior – Demanding, directing and domineering. Individuals with this behavior style are usually ambitious, bold and impatient. They can also be argumentative and stubborn.
"I" Behavior – Interacting, inspiring, and influencing. Individuals with this behavior style are often expressive, charming, optimistic, cheerful and enthusiastic.
"S" Behavior – Supporting, stabilizing and steadying. These individuals are usually loyal, calm, patient, cooperative and humble.
"C" Behavior – Conscientious, cautious and correcting. These individuals are often diplomatic, meticulous, private, incisive and exact.
How to Put This Knowledge Into Action During Two Key Stages of the Sales Process
Opening the call:
- Customer behavior type D: Be clear, specific, brief, and to the point.
- Customer behavior type I: Be friendly. Listen for both facts and feelings. Make time for relating and socializing.
- Customer behavior type S: Be genuinely sincere. Create a non-threatening environment for them.
- Customer behavior type C: Ask lots of questions and be patient while they answer in minute detail.
Obtaining commitment:
- Customer behavior type D – Briefly highlight their key options and ask for the order assertively.
- Customer behavior type I – Inspire them to action. Keep the close relaxed and friendly.
- Customer behavior type S – Detail how they can take practical action and confirm without pushing or rushing them.
- Customer behavior type C – Create a scheduled approach to implementing action with step-by-step timetables. Point out guarantees.
You can double or even triple your sales by getting a grasp on your customer's behavioral style. It will make a difference in your sales figures and will turn one-time customers into lifetime customers.
That was the recent comment I heard from a seasoned sales professional. He then described the customer's controlling nature including how he would often interrupt, and want answers in Cliffs Notes version.
The sales person had a style mismatch. He was choosing to be upset by the customer's actions.
After letting him unload, I asked him how he's adapting to the customer.
"Adapt?" he asked, puzzled.
I said, "You could just live in your hurt feelings, like you've been doing. Or you could choose to pay closer attention to your customer and work with him the way he wants to be worked with. Specifically, allow this customer to have control over the sales call, give him the information he needs in the timing he needs it, and allow him to cut you off."
Ultimately when you allow your customer to win, you'll end up winning too. Your customers don't necessarily want to be your friends. They want to be your customers because they need your products and services, don't they?"
How to Make Sales, Not War
War metaphors such as "It was a hard fought battle" or "We had to punch the proposal through their defenses" are often used to describe the sales process. However, a more elegant and effective sales close approach is to give the customer what he or she wants in the way they want it with a nice ribbon around the package.
When the customer perceives you as the expert who really understands what he or she needs and when you give it to them in the way they recognize as serving their needs, you automatically turn an adversary into an ally. This will turn your customers into lifetime customers.
The Ultimate Secret to Turning Customers Into Lifetime Customers
Many companies struggle when differentiating their products or services. When you know how to adapt your personal selling style to align with that of the customer, you become the point of differentiation.
This requires you to be very aware of your approach to selling and the customer's approach to buying.
For example, high-steadiness behavior types hate change. When a sales person shows up, he or she represents change, and that alone is enough to cause the customer to freeze. High-conscientious types often want detailed facts and figures, delivered with precision.
We're most successful when our approach is identical to the customers. So you may find it beneficial to adapt your approach to theirs, even if it's not your natural style.
Salespeople who have learned the secret to adapting profoundly increase their sales because they possess the ability to sell to different kinds of people.
How to Identify Your Style and the Style of Your Customers
I gave the person I was coaching the following explanation so he could identify his style and the styles of his customers:
"D" Behavior – Demanding, directing and domineering. Individuals with this behavior style are usually ambitious, bold and impatient. They can also be argumentative and stubborn.
"I" Behavior – Interacting, inspiring, and influencing. Individuals with this behavior style are often expressive, charming, optimistic, cheerful and enthusiastic.
"S" Behavior – Supporting, stabilizing and steadying. These individuals are usually loyal, calm, patient, cooperative and humble.
"C" Behavior – Conscientious, cautious and correcting. These individuals are often diplomatic, meticulous, private, incisive and exact.
How to Put This Knowledge Into Action During Two Key Stages of the Sales Process
Opening the call:
- Customer behavior type D: Be clear, specific, brief, and to the point.
- Customer behavior type I: Be friendly. Listen for both facts and feelings. Make time for relating and socializing.
- Customer behavior type S: Be genuinely sincere. Create a non-threatening environment for them.
- Customer behavior type C: Ask lots of questions and be patient while they answer in minute detail.
Obtaining commitment:
- Customer behavior type D – Briefly highlight their key options and ask for the order assertively.
- Customer behavior type I – Inspire them to action. Keep the close relaxed and friendly.
- Customer behavior type S – Detail how they can take practical action and confirm without pushing or rushing them.
- Customer behavior type C – Create a scheduled approach to implementing action with step-by-step timetables. Point out guarantees.
You can double or even triple your sales by getting a grasp on your customer's behavioral style. It will make a difference in your sales figures and will turn one-time customers into lifetime customers.
How to Persuade Others
The power to persuade should never be underestimated. It can help you in your personal and professional life. When you learn how to bring people around to your way of thinking you learn how to influence their actions. Mastering the art of persuasion and influence can have a tremendous effect on your work life, your family life and your social.
Whether you are in a business situation, selling products or services to a prospect, a family situation bargaining with your kids to go to bed on time or in a social situation, seeking to bring your friends to your way of thinking, the basic elements of persuasion are the same. You must approach your subject with a well planned presentation designed to convince them of your logic.
Take the following example: in an effort to get publicity for her new restaurant, Ginger attempts to get a local reporter with a popular column to attend her grand opening. She starts by telling him about her new menu and the avant-garde dishes she learned from her time in Europe. She goes on to talk about the décor and the interesting background of the designer she hired and as a last ditch attempt to get more enthusiasm from the other end of the line, she talks about the crowd she anticipates.
Ginger’s three approaches fail. When she planned her presentation, much thought and effort went into what she would say about her restaurant but little went into what the columnist would actually find interesting.
There is a simple set of steps I tend to take when trying to persuade someone. I have found, like a scientific experiment they can be repeated over and over with similar results. First, Ginger needs to check her own demeanor. When you walk into an impossible situation you should believe without a doubt that what you want is possible. Your voice, stance and approach should project this belief.
Second be sure to inject gratitude. Don’t just wait until you have what you want, show gratitude before you get it. You change the relationship between you and the person you are trying to persuade when he or she sees you as someone who appreciates their efforts. Third, be respectful of the other person’s time. Asking if he is on deadline would have shown the reporter that Ginger understood his position.
Ginger began her conversation talking about herself, her restaurant, her menu and her hopes for the event. These were not issues the reporter cared about. In order to get this reporter interested in her proposition, Ginger should seek to present it in a way that matters to him. Reporters write stories, not menu critiques, how could he present this to his readers in a way that they would want to read about? Was he a reporter at a local or national magazine? This would affect the possible angles the story could take. He has no reason to be interested in a straight restaurant critique any more than his readers would. With an approach more tailored to hit the objectives of her target, Ginger could have had a more successful pitch.
Persuasion powers can do wonders for your sales career, it can even do wonders for your personal life. To acquire and achieve great things both professionally and personally, you must learn how to ask for them in the right way. When you unlock the key to powerful persuasion, you unlock the key to influencing others. This is the greatest of interpersonal skills.
Whether you are in a business situation, selling products or services to a prospect, a family situation bargaining with your kids to go to bed on time or in a social situation, seeking to bring your friends to your way of thinking, the basic elements of persuasion are the same. You must approach your subject with a well planned presentation designed to convince them of your logic.
Take the following example: in an effort to get publicity for her new restaurant, Ginger attempts to get a local reporter with a popular column to attend her grand opening. She starts by telling him about her new menu and the avant-garde dishes she learned from her time in Europe. She goes on to talk about the décor and the interesting background of the designer she hired and as a last ditch attempt to get more enthusiasm from the other end of the line, she talks about the crowd she anticipates.
Ginger’s three approaches fail. When she planned her presentation, much thought and effort went into what she would say about her restaurant but little went into what the columnist would actually find interesting.
There is a simple set of steps I tend to take when trying to persuade someone. I have found, like a scientific experiment they can be repeated over and over with similar results. First, Ginger needs to check her own demeanor. When you walk into an impossible situation you should believe without a doubt that what you want is possible. Your voice, stance and approach should project this belief.
Second be sure to inject gratitude. Don’t just wait until you have what you want, show gratitude before you get it. You change the relationship between you and the person you are trying to persuade when he or she sees you as someone who appreciates their efforts. Third, be respectful of the other person’s time. Asking if he is on deadline would have shown the reporter that Ginger understood his position.
Ginger began her conversation talking about herself, her restaurant, her menu and her hopes for the event. These were not issues the reporter cared about. In order to get this reporter interested in her proposition, Ginger should seek to present it in a way that matters to him. Reporters write stories, not menu critiques, how could he present this to his readers in a way that they would want to read about? Was he a reporter at a local or national magazine? This would affect the possible angles the story could take. He has no reason to be interested in a straight restaurant critique any more than his readers would. With an approach more tailored to hit the objectives of her target, Ginger could have had a more successful pitch.
Persuasion powers can do wonders for your sales career, it can even do wonders for your personal life. To acquire and achieve great things both professionally and personally, you must learn how to ask for them in the right way. When you unlock the key to powerful persuasion, you unlock the key to influencing others. This is the greatest of interpersonal skills.
How 2 give your salesforce 10 definite do’s
By Polly Anderson of Salespunch
I,m told that parts of Southern Europe are littered with T.I.R.E.D.s (Thirty-Something Independent Radical Educated Drop-outs)- people who have walked away from big jobs because they just -weren,t happy...
Salespeople should be as far removed from T.I.R.E.D.s as it is possible to be. Creating wealth is a big job - and this most misunderstood role is about creating wealth for your business... or it should be...
Have you got the right people? Are you getting the best from them? Here are 10 sign-posts to help you decide.
1. Do be clear about why you are in this profession
Lots of companies template the role. Fewer template the human being who is likely to succeed in the role. A good starting point is to be clear about the attributes you really need. We advocate the construction of a template which we call K.A.S.H. . It breaks down the profile of the type of person you require under the columns of ,Desirable, Essential, and ,Unacceptable -within four broad categories:
. Knowledge
. Attitudes
. Skills
. Habits
In considering the ,Attitude, category - your salesperson should be passionate about his / her role.
,Age wrinkles the face, but a lack of enthusiasm wrinkles the soul....
You must have enthusiasm. In a personal sense, this is one of the most central attributes. All successful salespeople possess enthusiasm. They will meet plenty of apathy and inertia along the way- but apathy and inertia can,t live for long with real, unadulterated enthusiasm.
Your customers will very often base much of their opinion of your company upon what they have seen and heard from your salesperson. If your salespeople are not enthusiastic how on earth can they expect their customers to be enthusiastic?
You also require energy of your salespeople-and you need people who can be bold. Both of these qualities are essential if your salesperson is to really penetrate your customer,s organisation -getting to new contacts to influence decision-making - and gaining referrals to new opportunities.
T.I.R.E.D.s lack enthusiasm and are neither bold nor energetic....
In the UK in 2003 the number of employees went up by 9,000. The number of self-employed people rose by 282,000. I bet these people aren,t T.I.R.E.D s either...!!
2. Do look and act as if you mean it...
First impressions are SO very important. At Salespunch we believe that the first impression is one of the great missed opportunities in selling.
Research has shown that it can take up to 15 subsequent meetings to correct a bad first impression. Harvard studies have shown that 93% of our first time impact on others is non-verbal. Given such compelling evidence, it is hard to understand why so many foul up their early meetings with customers and do not give it a second thought. The basic ,stepping stones, are not complicated:
. Check the name of the person who presents themselves (to ensure that you,ve got the right contact) and introduce yourself - your name alone will suffice at the moment because you are just about to...
. Swap business cards early (the spelling of your contact,s name and job title are then right under your nose)
. Clarify the time available (shows respect for the customer,s time and yours)
. Be better and different from the herd by getting down to business promptly and politely avoiding the ,nonsense talk, which so many people lean on
. Have a carefully prepared ,thumbnail sketch, to briefly introduce your company in a relevant fashion.
. Clarify the objectives of the meeting succinctly
. Motivate your customer to answer your questions (give a reason why he should answer your questions - rather than a reason why you are going to ask them...)
. Be ready and prepared to make notes (i.e. have writing material in front of you ready to go-rather than fishing about in your briefcase for pen and paper wasting time and losing eye contact)
To strike a mercenary note: studies from London Metropolitan University show a direct link between earnings and what we wear. A badly dressed man will earn 15% less and a poorly dressed woman will reduce her earnings by 11%. In short, it is vitally important to look like you mean business. Books have been written on this subject and there isn,t the scope within this article to cover the necessary detail comprehensively but here are a few thoughts:
. Whether we like it or not, we are being assessed from the moment we walk through the door -and people usually -whiteness test- visitors within a few minutes
. I once worked with a very savvy lady who said that she ,couldn,t take a man seriously who wasn,t wearing leather-soled shoes...
. Business people carry briefcases. Market researchers in anoraks carry clip-boards and folders
. It,s hard to present a modern message in an old-fashioned outfit. Your appearance says a lot about you. A chalk-striped suit and braces might be right for a merchant bank but might not be right for a dot.com enterprise.
. Casual clothes often sub-consciously trigger casual behaviour
. Consider the words / phrases you use. Are they right for your customer? Are you using ,jargon, which is inappropriate / incomprehensible?
. Do you look and act like the kind of professional (and de facto representative of your company) your customer would trust and rely upon?
3. Do know your sales propositions back-to-front
,One of the most important things an organisation can do is to determine exactly what business it is in.-Peter Drucker
I recently went around a room of 15 people at a sales conference - and got 15 different descriptions of the business they believed they were in....!
Starting with a consistent (i.e. company-wide) view of what you deliver for your customers, consider specifically where you potentially ,zoom-in, and add value for the prospect you are currently focused on. This will be driven by your pre-call preparation.
Think through in some detail where and how the differentiated advantages of your products / services are likely to connect meaningfully for differing types of decision-influencing contact within the organisation. Then, critically, think through the acknowledged needs which you would ideally like to identify which will allow you to connect the differentiated advantages in a quantifiable fashion.
Moral of the story: know where and how your product / service adds its value -and be clear about the needs you must establish to highlight this value to the customer..
4. Do be aware of the customer,s position
Every ,why didn,t we win? / why did we lose it? survey we,ve ever seen says:-THEY DIDN,T UNDERSTAND OUR BUSINESS....
Over and over again we see that salespeople just do not take the time and trouble to find out about their prospect,s business. They rarely get beyond the headline facts about the people they are selling to. A genuine interest in the business of the person sitting the other side of the desk surely should be a pre-requisite...? In a technologically-empowered age there is so much at our fingertips. Knowledge is power... so... to position yourself most favourably to win, here are some hints:
. What does their business position look like? How has it grown? What are their future plans?
. Market position
. Overall size of business
. Profit levels
. Business unit structure
. What do they sell and what are their value propositions?
. Who are their competitors? Where are the competitors a threat?
. Where are the sources of influence within their industry / industries?
5. Do avoid assumptions
Given the right level of preparation, our ability to fit the right, mutually profitable solution in place depends on how well we can identify the problem. You will not identify the problem by telling your customer how wonderful you are -or by dumping a lot of data in his lap before you understand the full extent of his problems and issues... in fact you will not identify the problem, FULL STOP, by telling him anything....
But it,s tempting isn,t it...? There might be some early signs, or even some early comments / signals of interest from the customer -and because you,ve heard it all before, there is a real urge to segue straight into a technicolour description of what you can do for him... But you must not...
Remember the N.A.F.O.F. principle:
Never
Assume
Find
Out
First
6. Do ask plenty of questions....
By a nose, making too many assumptions is the 2nd biggest make which we see salespeople making. The biggest mistake is ..... they pitch far too early...!!
In ,frothier, times gone by, salespeople have hit their targets by taking orders from people with decent budgets to spend. More recently we have noticed though that the budget-setters (as opposed to the budget-spenders) more regularly intercede and expect to see clear evidence that the products being presented to them represent a real return on investment for their business. Without this evidence the cheque is unlikely to be forthcoming.... and what,s more it is not likely that the ,frothier, times are ever coming back... The ROI will continually need to be demonstrated. What this means to you is:
. You must appreciate in a deep and wide sense where and how your product / service potentially achieves business value for your customer (see section 3 on sales propositions above)
. You must be very well equipped to drill into the quantifiable needs and wants (needs are logically based; wants are emotionally based) of your customer to make the connection with your sales propositions.. Thus - you need to be accomplished at asking incisive and thought-provoking questions...
Your questions should gradually explore where the needs and wants for your propositions are - in particular you need to know where the pressure, cost, pain etc is.
On each broad subject ensure that your earlier questions are quite broad and less obviously associated with the subject matter - then use more searching ,leading, questions when you have plenty of information obtained from the broader questions.
As a rule of thumb keep your questions -open- so that you optimise the likelihood of a fuller answer.
Group your broad subjects in a logical sequence - but be prepared to move them around according to the way the conversation shakes out.
As your questioning progresses take every opportunity to quantify the cost, pain, pressure etc. This of course will provide you with the hard -evidence- required when you are ready to present your solution later.
7. Do listen to the answers you get to your questions
Listening is a skill which most of us need to develop. Having asked the incisive questions, it makes a lot of sense to listen carefully to the answers...!!
. Are you active with your listening...?
. Are you watching and listening carefully...? (E.g ...that,s a little outside of my budget... as opposed to: .. that,s much too expensive for us... or the sharp tactical intake of breath when the price is presented: h --- o ---w much....?)
. Are you avoiding distractions?
. If you do not fully understand, do you politely challenge the speaker...?
. Do you make enough notes? (See below)
8. Do summarise en route
A meaningful summary will be difficult if you haven,t made good notes (unless you have a phenomenal memory...!!)
You almost cannot summarise too often. There is no better way of clearly demonstrating that you are genuinely interested in what the customer is saying and that you have been listening. Also, if your summary is a little off-target, your customer can re-interpret for you without any ,loss of face, on your part (...no.. that,s not quite what I meant...)
A full summary of your customer,s needs and wants is necessary BEFORE you present your solution. Furthermore, you should not move into the presentation until you have received firm affirmation that your summary has hit the target.
9. Do get to grips with how decisions are made
It makes sense to understand how the buying decision is made (the process). My view though is that it is vital to identify who the people making the decision are - and how the dynamics between them work. Three ,Magnetic North, themes are:
. Organisations do not buy - people do
. All men are equal, but some are more equal than others
. Do not confuse the process of evaluation with the process of making a decision.
The relevant players need to be categorised in relation to their influence and support for your proposal in this kind of fashion
This should then become the template for organising yourself to convert the ,Threats, and capitalise on the support of your ,Drivers, and ,Advocates.
10. Do ensure that your solution is on target and fits your customer,s needs & wants
I read recently that when Alistair Campbell rescued someone from a mugger he was greeted with: You,re Alistair Campbell aren,t you...? I f****ng hate you...
Moral of story: trying hard to meet the real needs & wants of the customer with your solution just isn,t good enough-your solution must meet the needs as the customer sees them.
Along the way, with good questioning, rooted in your sales propositions, it is possible to develop these needs & wants significantly. In the final strait though you must ensure that what you present corresponds with the position as the customer sees it.
Reach back into your summary and take one need & want at a time. Link it with the applicable advantage of your product / service (with a ,proof, if appropriate) and tie this in to the very specific, quantified, benefit which (if your questioning earlier in the dialogue was incisive) should ,ring the bell, loudly. You will need to repeat this cycle as many times as you have needs & wants in your summary.
You should ask ,gentle, commitment-related questions at the end of each cycle (how does that sound? ,Is that on-target...?) except at the final stage when a more finite commitment-related question is appropriate. (So when can we do some business together? ,Do I need a purchase order number?)
Summary
So there you have it. Ten do,s for success in selling:
. Do be clear about why you are in this wonderful profession in the first place...and from the manager,s perspective, be clear about the attributes you need. (You may wish to avoid T.I.R.E.D,s ....)
. Do look and act as if you mean business
. Do be exceptionally well immersed in your sales propositions
. Do take the time and trouble to really understand the depth of your customer,s business position
. Do avoid assumptions
. Do ask incisive questions which are driven by your sales propositions
. Do listen carefully
. Do recognise the power and relevance of the summary
. Do carefully quantify the influence of the players within the customer,s decision-making process
. Do ensure that you present your solution in a way which is bolted into the quantified needs & wants of your customer.
I,m told that parts of Southern Europe are littered with T.I.R.E.D.s (Thirty-Something Independent Radical Educated Drop-outs)- people who have walked away from big jobs because they just -weren,t happy...
Salespeople should be as far removed from T.I.R.E.D.s as it is possible to be. Creating wealth is a big job - and this most misunderstood role is about creating wealth for your business... or it should be...
Have you got the right people? Are you getting the best from them? Here are 10 sign-posts to help you decide.
1. Do be clear about why you are in this profession
Lots of companies template the role. Fewer template the human being who is likely to succeed in the role. A good starting point is to be clear about the attributes you really need. We advocate the construction of a template which we call K.A.S.H. . It breaks down the profile of the type of person you require under the columns of ,Desirable, Essential, and ,Unacceptable -within four broad categories:
. Knowledge
. Attitudes
. Skills
. Habits
In considering the ,Attitude, category - your salesperson should be passionate about his / her role.
,Age wrinkles the face, but a lack of enthusiasm wrinkles the soul....
You must have enthusiasm. In a personal sense, this is one of the most central attributes. All successful salespeople possess enthusiasm. They will meet plenty of apathy and inertia along the way- but apathy and inertia can,t live for long with real, unadulterated enthusiasm.
Your customers will very often base much of their opinion of your company upon what they have seen and heard from your salesperson. If your salespeople are not enthusiastic how on earth can they expect their customers to be enthusiastic?
You also require energy of your salespeople-and you need people who can be bold. Both of these qualities are essential if your salesperson is to really penetrate your customer,s organisation -getting to new contacts to influence decision-making - and gaining referrals to new opportunities.
T.I.R.E.D.s lack enthusiasm and are neither bold nor energetic....
In the UK in 2003 the number of employees went up by 9,000. The number of self-employed people rose by 282,000. I bet these people aren,t T.I.R.E.D s either...!!
2. Do look and act as if you mean it...
First impressions are SO very important. At Salespunch we believe that the first impression is one of the great missed opportunities in selling.
Research has shown that it can take up to 15 subsequent meetings to correct a bad first impression. Harvard studies have shown that 93% of our first time impact on others is non-verbal. Given such compelling evidence, it is hard to understand why so many foul up their early meetings with customers and do not give it a second thought. The basic ,stepping stones, are not complicated:
. Check the name of the person who presents themselves (to ensure that you,ve got the right contact) and introduce yourself - your name alone will suffice at the moment because you are just about to...
. Swap business cards early (the spelling of your contact,s name and job title are then right under your nose)
. Clarify the time available (shows respect for the customer,s time and yours)
. Be better and different from the herd by getting down to business promptly and politely avoiding the ,nonsense talk, which so many people lean on
. Have a carefully prepared ,thumbnail sketch, to briefly introduce your company in a relevant fashion.
. Clarify the objectives of the meeting succinctly
. Motivate your customer to answer your questions (give a reason why he should answer your questions - rather than a reason why you are going to ask them...)
. Be ready and prepared to make notes (i.e. have writing material in front of you ready to go-rather than fishing about in your briefcase for pen and paper wasting time and losing eye contact)
To strike a mercenary note: studies from London Metropolitan University show a direct link between earnings and what we wear. A badly dressed man will earn 15% less and a poorly dressed woman will reduce her earnings by 11%. In short, it is vitally important to look like you mean business. Books have been written on this subject and there isn,t the scope within this article to cover the necessary detail comprehensively but here are a few thoughts:
. Whether we like it or not, we are being assessed from the moment we walk through the door -and people usually -whiteness test- visitors within a few minutes
. I once worked with a very savvy lady who said that she ,couldn,t take a man seriously who wasn,t wearing leather-soled shoes...
. Business people carry briefcases. Market researchers in anoraks carry clip-boards and folders
. It,s hard to present a modern message in an old-fashioned outfit. Your appearance says a lot about you. A chalk-striped suit and braces might be right for a merchant bank but might not be right for a dot.com enterprise.
. Casual clothes often sub-consciously trigger casual behaviour
. Consider the words / phrases you use. Are they right for your customer? Are you using ,jargon, which is inappropriate / incomprehensible?
. Do you look and act like the kind of professional (and de facto representative of your company) your customer would trust and rely upon?
3. Do know your sales propositions back-to-front
,One of the most important things an organisation can do is to determine exactly what business it is in.-Peter Drucker
I recently went around a room of 15 people at a sales conference - and got 15 different descriptions of the business they believed they were in....!
Starting with a consistent (i.e. company-wide) view of what you deliver for your customers, consider specifically where you potentially ,zoom-in, and add value for the prospect you are currently focused on. This will be driven by your pre-call preparation.
Think through in some detail where and how the differentiated advantages of your products / services are likely to connect meaningfully for differing types of decision-influencing contact within the organisation. Then, critically, think through the acknowledged needs which you would ideally like to identify which will allow you to connect the differentiated advantages in a quantifiable fashion.
Moral of the story: know where and how your product / service adds its value -and be clear about the needs you must establish to highlight this value to the customer..
4. Do be aware of the customer,s position
Every ,why didn,t we win? / why did we lose it? survey we,ve ever seen says:-THEY DIDN,T UNDERSTAND OUR BUSINESS....
Over and over again we see that salespeople just do not take the time and trouble to find out about their prospect,s business. They rarely get beyond the headline facts about the people they are selling to. A genuine interest in the business of the person sitting the other side of the desk surely should be a pre-requisite...? In a technologically-empowered age there is so much at our fingertips. Knowledge is power... so... to position yourself most favourably to win, here are some hints:
. What does their business position look like? How has it grown? What are their future plans?
. Market position
. Overall size of business
. Profit levels
. Business unit structure
. What do they sell and what are their value propositions?
. Who are their competitors? Where are the competitors a threat?
. Where are the sources of influence within their industry / industries?
5. Do avoid assumptions
Given the right level of preparation, our ability to fit the right, mutually profitable solution in place depends on how well we can identify the problem. You will not identify the problem by telling your customer how wonderful you are -or by dumping a lot of data in his lap before you understand the full extent of his problems and issues... in fact you will not identify the problem, FULL STOP, by telling him anything....
But it,s tempting isn,t it...? There might be some early signs, or even some early comments / signals of interest from the customer -and because you,ve heard it all before, there is a real urge to segue straight into a technicolour description of what you can do for him... But you must not...
Remember the N.A.F.O.F. principle:
Never
Assume
Find
Out
First
6. Do ask plenty of questions....
By a nose, making too many assumptions is the 2nd biggest make which we see salespeople making. The biggest mistake is ..... they pitch far too early...!!
In ,frothier, times gone by, salespeople have hit their targets by taking orders from people with decent budgets to spend. More recently we have noticed though that the budget-setters (as opposed to the budget-spenders) more regularly intercede and expect to see clear evidence that the products being presented to them represent a real return on investment for their business. Without this evidence the cheque is unlikely to be forthcoming.... and what,s more it is not likely that the ,frothier, times are ever coming back... The ROI will continually need to be demonstrated. What this means to you is:
. You must appreciate in a deep and wide sense where and how your product / service potentially achieves business value for your customer (see section 3 on sales propositions above)
. You must be very well equipped to drill into the quantifiable needs and wants (needs are logically based; wants are emotionally based) of your customer to make the connection with your sales propositions.. Thus - you need to be accomplished at asking incisive and thought-provoking questions...
Your questions should gradually explore where the needs and wants for your propositions are - in particular you need to know where the pressure, cost, pain etc is.
On each broad subject ensure that your earlier questions are quite broad and less obviously associated with the subject matter - then use more searching ,leading, questions when you have plenty of information obtained from the broader questions.
As a rule of thumb keep your questions -open- so that you optimise the likelihood of a fuller answer.
Group your broad subjects in a logical sequence - but be prepared to move them around according to the way the conversation shakes out.
As your questioning progresses take every opportunity to quantify the cost, pain, pressure etc. This of course will provide you with the hard -evidence- required when you are ready to present your solution later.
7. Do listen to the answers you get to your questions
Listening is a skill which most of us need to develop. Having asked the incisive questions, it makes a lot of sense to listen carefully to the answers...!!
. Are you active with your listening...?
. Are you watching and listening carefully...? (E.g ...that,s a little outside of my budget... as opposed to: .. that,s much too expensive for us... or the sharp tactical intake of breath when the price is presented: h --- o ---w much....?)
. Are you avoiding distractions?
. If you do not fully understand, do you politely challenge the speaker...?
. Do you make enough notes? (See below)
8. Do summarise en route
A meaningful summary will be difficult if you haven,t made good notes (unless you have a phenomenal memory...!!)
You almost cannot summarise too often. There is no better way of clearly demonstrating that you are genuinely interested in what the customer is saying and that you have been listening. Also, if your summary is a little off-target, your customer can re-interpret for you without any ,loss of face, on your part (...no.. that,s not quite what I meant...)
A full summary of your customer,s needs and wants is necessary BEFORE you present your solution. Furthermore, you should not move into the presentation until you have received firm affirmation that your summary has hit the target.
9. Do get to grips with how decisions are made
It makes sense to understand how the buying decision is made (the process). My view though is that it is vital to identify who the people making the decision are - and how the dynamics between them work. Three ,Magnetic North, themes are:
. Organisations do not buy - people do
. All men are equal, but some are more equal than others
. Do not confuse the process of evaluation with the process of making a decision.
The relevant players need to be categorised in relation to their influence and support for your proposal in this kind of fashion
This should then become the template for organising yourself to convert the ,Threats, and capitalise on the support of your ,Drivers, and ,Advocates.
10. Do ensure that your solution is on target and fits your customer,s needs & wants
I read recently that when Alistair Campbell rescued someone from a mugger he was greeted with: You,re Alistair Campbell aren,t you...? I f****ng hate you...
Moral of story: trying hard to meet the real needs & wants of the customer with your solution just isn,t good enough-your solution must meet the needs as the customer sees them.
Along the way, with good questioning, rooted in your sales propositions, it is possible to develop these needs & wants significantly. In the final strait though you must ensure that what you present corresponds with the position as the customer sees it.
Reach back into your summary and take one need & want at a time. Link it with the applicable advantage of your product / service (with a ,proof, if appropriate) and tie this in to the very specific, quantified, benefit which (if your questioning earlier in the dialogue was incisive) should ,ring the bell, loudly. You will need to repeat this cycle as many times as you have needs & wants in your summary.
You should ask ,gentle, commitment-related questions at the end of each cycle (how does that sound? ,Is that on-target...?) except at the final stage when a more finite commitment-related question is appropriate. (So when can we do some business together? ,Do I need a purchase order number?)
Summary
So there you have it. Ten do,s for success in selling:
. Do be clear about why you are in this wonderful profession in the first place...and from the manager,s perspective, be clear about the attributes you need. (You may wish to avoid T.I.R.E.D,s ....)
. Do look and act as if you mean business
. Do be exceptionally well immersed in your sales propositions
. Do take the time and trouble to really understand the depth of your customer,s business position
. Do avoid assumptions
. Do ask incisive questions which are driven by your sales propositions
. Do listen carefully
. Do recognise the power and relevance of the summary
. Do carefully quantify the influence of the players within the customer,s decision-making process
. Do ensure that you present your solution in a way which is bolted into the quantified needs & wants of your customer.
Influencing Buyer Decisions
One of the most influential factors in your sales success is your ability to develop relationships. People use emotion in every buying decision. This principle holds true even for sales reps selling business to business, after all, even in a corporate environment the final decisions will still be made by a person. In your quest to develop good relationships with your buyers you do not have to be ingratiating or otherwise insincere, it is simply essential that you pay attention to the way your prospects feel about you, adding a personal element to your approach rather than treating every situation like a cold business transaction.
The significance of relationships in selling can never be underestimated. Whether you are a network marketer selling to your friends or a corporate sales person selling to a buyer, it is important to note that nobody sells to a company. People sell to people and emotions automatically enter into these decisions. How the buyer feels about the seller is bound to have an affect on the sale. In all of your sales endeavors you should ensure that you are polite, kind and gracious, but there is more that you can do to build a relationship in which you have great influence.
Take the following example: Kelly purchases a small gift products company that has a relationship with a prominent chain store retailer in her niche market of inspirational gift items. Shortly after buying the company, Kelly gets a call from the head buyer at this chain store informing her that he would like to return the latest seasonal items that did not sell during the special season. Kelly is incensed by this request especially when she sees how much product he expects to return. She tells him no, since all seasonal product sales are final and refuses to accept the return.
The head buyer at this corporation is hoping mad. It seems in his relationship with the previous owners, they had an unofficial agreement that allowed him to return all seasonal items not sold. Based on that relationship, he regularly stocked up all 300 of his stores knowing that there was virtually no risk in it for him. Now that this new owner was not accepting his return, the bottom line would be greatly affected by the products that didn’t sell during the special season. Even worse, he personally would look less than competent to his manager who would want an explanation for the loss.
Without knowing it, Kelly has just severed a relationship with an important buyer. This man, whose decisions oversee the stocking of 300 stores, will no longer take her calls, buy her product or see her outside sales reps. By the time Kelly realizes the impact of her decision, she cannot even get a meeting in which to try to make amends.
Action step: When in a crisis with a good customer, always focus on the impact that the outcome will have on your relationship.
Had Kelly calculated the cost of the return versus the profit of monthly invoices for 300 stores, she might have taken a different approach to her client’s request. The impact of her decision has gone beyond a mere business situation and become personal because the buyer now has to give an explanation to his boss for this mess. In the blink of an eye, the entire chain store is no longer available to Kelly, her products or her outside sales reps.
Preserving the friendship, association or goodwill of the buyer is often more important than the product or service itself. No one sells to a company and in all situations you must consider the impact of your actions on the person you are dealing with. Remember, we are only human, and as such rely on emotions in every decision. If you want to wield great influence, increase your effectiveness, or just enjoy the function of your sales job, make great efforts to develop good relationships with your buyers.
The significance of relationships in selling can never be underestimated. Whether you are a network marketer selling to your friends or a corporate sales person selling to a buyer, it is important to note that nobody sells to a company. People sell to people and emotions automatically enter into these decisions. How the buyer feels about the seller is bound to have an affect on the sale. In all of your sales endeavors you should ensure that you are polite, kind and gracious, but there is more that you can do to build a relationship in which you have great influence.
Take the following example: Kelly purchases a small gift products company that has a relationship with a prominent chain store retailer in her niche market of inspirational gift items. Shortly after buying the company, Kelly gets a call from the head buyer at this chain store informing her that he would like to return the latest seasonal items that did not sell during the special season. Kelly is incensed by this request especially when she sees how much product he expects to return. She tells him no, since all seasonal product sales are final and refuses to accept the return.
The head buyer at this corporation is hoping mad. It seems in his relationship with the previous owners, they had an unofficial agreement that allowed him to return all seasonal items not sold. Based on that relationship, he regularly stocked up all 300 of his stores knowing that there was virtually no risk in it for him. Now that this new owner was not accepting his return, the bottom line would be greatly affected by the products that didn’t sell during the special season. Even worse, he personally would look less than competent to his manager who would want an explanation for the loss.
Without knowing it, Kelly has just severed a relationship with an important buyer. This man, whose decisions oversee the stocking of 300 stores, will no longer take her calls, buy her product or see her outside sales reps. By the time Kelly realizes the impact of her decision, she cannot even get a meeting in which to try to make amends.
Action step: When in a crisis with a good customer, always focus on the impact that the outcome will have on your relationship.
Had Kelly calculated the cost of the return versus the profit of monthly invoices for 300 stores, she might have taken a different approach to her client’s request. The impact of her decision has gone beyond a mere business situation and become personal because the buyer now has to give an explanation to his boss for this mess. In the blink of an eye, the entire chain store is no longer available to Kelly, her products or her outside sales reps.
Preserving the friendship, association or goodwill of the buyer is often more important than the product or service itself. No one sells to a company and in all situations you must consider the impact of your actions on the person you are dealing with. Remember, we are only human, and as such rely on emotions in every decision. If you want to wield great influence, increase your effectiveness, or just enjoy the function of your sales job, make great efforts to develop good relationships with your buyers.
Are You Having Sales Conversations From Your Head?
Are you having sales conversations from your head? If you are, chances are that you are struggling with selling your services. Get out of your head and speak from your heart and watch how much easier your sales flow.
Does this sound like you?
*You ask questions in a very business-like and formal manner that doesn't sound like the 'real' you.
*You ask very "safe" questions that only relate to your potential clients' business.
*You stay well clear of emotion and feelings with your questions.
*You really want to get the answer to your questions so you can move on and get the sale.
If you answered yes to all or some of the above, chances are you are struggling with selling your services. Why? You are having sales conversations from your head and you are only letting your logical, rational, 'safe' self participate in the conversation. And because you are speaking from your head your potential client will only speak from their head too.
If you speak from your head, you will get very business-like, rational answers to your questions. The answers you get will only touch the surface. You will not get the real answers; the answers which will make your potential client take action and buy from you. You will only get the real answers if they speak to you from their heart.
How do you get someone to speak to you from their heart? Well the first step is for you to speak from yours. If you speak from your heart (and you are sincere and authentic) then chances are your potential client will speak from theirs.
Speaking from your heart has numerous benefits for you. Speaking from your heart will take the rapport and trust in your relationship to a much deeper level and it will help you get 'real' answers to your questions. Your sales conversations will be so much easier and natural for you - and even fun. Also when you are speaking from your heart, you will be more attuned to your intuition and letting it guide you in the sales conversation.
So how do you speak from your heart?
Here are 4 tips to speaking from your heart.
Tip #1
Give yourself permission to be the natural, authentic you when having a sales conversation. Be consistent, like the person you are when you are with your friends. Speak your truth. Take off your mask and let the 'real' you come through.
Yes, it does involve taking a risk and opening yourself up in the conversation. However, if you want your potential client to open up to you, you need to take that risk first. Be the 'real' you and people will feel a lot more comfortable about being the 'real' them.
Tip #2
Be sincere, open and honest in all your communications. If you're honest and sincere, you'll get honesty in return. Plus the more open and honest you are, the more your potential client will trust you and the greater the rapport. When trust and rapport are present, you will feel a lot more relaxed and more inclined to be the 'real' you and you will naturally speak from your heart.
Tip #3
Get really clear about the value of your product and services and the difference they make to your clients' lives. A good way to do this is to ask your clients about their experience working with you. As you get clearer and clearer on the results you produce and on the value your deliver, your passion will grow. As your passion grows, you will start to naturally speak from your heart.
Tip #4
Forget about selling and simply have a sales conversation to see if you can help your potential client get what they want. Just come from a place of wanting to help them if you can. Want what is best for them whether it is your product and services or not.
Apply these tips and have conversations from your heart and notice the difference in the depth of your conversations. As you go deeper in your conversations, they start to become magical. Try it and see.
Does this sound like you?
*You ask questions in a very business-like and formal manner that doesn't sound like the 'real' you.
*You ask very "safe" questions that only relate to your potential clients' business.
*You stay well clear of emotion and feelings with your questions.
*You really want to get the answer to your questions so you can move on and get the sale.
If you answered yes to all or some of the above, chances are you are struggling with selling your services. Why? You are having sales conversations from your head and you are only letting your logical, rational, 'safe' self participate in the conversation. And because you are speaking from your head your potential client will only speak from their head too.
If you speak from your head, you will get very business-like, rational answers to your questions. The answers you get will only touch the surface. You will not get the real answers; the answers which will make your potential client take action and buy from you. You will only get the real answers if they speak to you from their heart.
How do you get someone to speak to you from their heart? Well the first step is for you to speak from yours. If you speak from your heart (and you are sincere and authentic) then chances are your potential client will speak from theirs.
Speaking from your heart has numerous benefits for you. Speaking from your heart will take the rapport and trust in your relationship to a much deeper level and it will help you get 'real' answers to your questions. Your sales conversations will be so much easier and natural for you - and even fun. Also when you are speaking from your heart, you will be more attuned to your intuition and letting it guide you in the sales conversation.
So how do you speak from your heart?
Here are 4 tips to speaking from your heart.
Tip #1
Give yourself permission to be the natural, authentic you when having a sales conversation. Be consistent, like the person you are when you are with your friends. Speak your truth. Take off your mask and let the 'real' you come through.
Yes, it does involve taking a risk and opening yourself up in the conversation. However, if you want your potential client to open up to you, you need to take that risk first. Be the 'real' you and people will feel a lot more comfortable about being the 'real' them.
Tip #2
Be sincere, open and honest in all your communications. If you're honest and sincere, you'll get honesty in return. Plus the more open and honest you are, the more your potential client will trust you and the greater the rapport. When trust and rapport are present, you will feel a lot more relaxed and more inclined to be the 'real' you and you will naturally speak from your heart.
Tip #3
Get really clear about the value of your product and services and the difference they make to your clients' lives. A good way to do this is to ask your clients about their experience working with you. As you get clearer and clearer on the results you produce and on the value your deliver, your passion will grow. As your passion grows, you will start to naturally speak from your heart.
Tip #4
Forget about selling and simply have a sales conversation to see if you can help your potential client get what they want. Just come from a place of wanting to help them if you can. Want what is best for them whether it is your product and services or not.
Apply these tips and have conversations from your heart and notice the difference in the depth of your conversations. As you go deeper in your conversations, they start to become magical. Try it and see.
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