Buying Or Selling??

Are you trying to convince your prospects about what you’re selling or are they convincing you that they really need and want what you have?  Selling, in the traditional sense, endorses using features and benefits to “sell” the product.  The problem is that too often the prospect has no interest in what is being sold.  Not only is this a waste of time for the salesperson, but also for the prospect.

Kash Development Corp  professes an entirely different and consultative approach to the selling process.  We believe that people prefer to “buy” rather than “be sold to” and that they buy for their own reasons not ours!

Following this theory, we learn that prospects first need to have a reason or “motive” in mind in order to have an interest in any product or service.  A salesperson’s first job in the selling process is discovering that “motive.”  Without “motive” or “reason to change”, it is unlikely that a sale will be made.

Amateur salespeople go out and make a lot of presentations and then use various “closing techniques” to try and close the sale.  They often waste time following up on people that have no interest or “motive” to buy.

The “professional” salesperson operates differently.  They would rather walk away from someone who has no “motive” than waste time by trying to sell them.   Additionally, the salesperson builds credibility in the prospect’s mind when he/she is willing to simply walk away rather than try and sell them something that they really can’t benefit from.  Now the salesperson is viewed as a professional and potential partner, not just someone whose job it is to sell!

Is your sales team full of amateurs or professionals?  The only way to find out is through our sales force evaluation.

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Sales Has Changed…Sales Management Must Change Too

Sales Manager Coach

The sales manager must be proactive in helping salespeople moving a deal forward.

Too often sales managers accept “face value” from salespeople, and the deal never progresses.  Imagine the sale as a hamster in a wheel.  “It should close next week,” you hear.  A week later you’re told, “It’s going to be next week – they promised.”  “They couldn’t meet this week, but it’s going to close.”  “We had a great conversation, and we’re going to move forward,” but nothing happens.  There appears to be “movement” on this deal week after week, but in reality – the wheel is just spinning in the same place.  How do we make sure these types of answers do not become the norm?

The sales manager must become the sales coach.  Every interaction with sales people must be focused on moving the sale forward.  This is done through a detailed process, while improving the sales person’s skills at each step.

Your manager must review (weekly, at a minimum) with each sales person:

  • Top 5 accounts and the steps taken to move them forward
  • Sales calls and prospecting activities for new clients
  • $ potential of each deal
  • Biggest obstacle faced and the lesson learned from the obstacle
  • 3 goals for the upcoming week and how those will move each deal forward

If the sales manager is not doing this already, start immediately.  It will be ugly – because you will find that many of the deals that looked great are actually spinning in the wheel and going nowhere.  Can this be done? Yes.  Will it be easy? No.  Is my sales manager capable improving my sales team?  That is the unknown.  Anyone can ask sales people these questions, but can they elevate the sales people and their skills?

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Attitude Is Everything!

Henry Ford said “whether you think you can or can’t…you’re right”.

Our attitude or mind set is so crucial for success is sales that we as professionals must continuously refocus, remember what we are wanting to accomplish while casting out weak or limiting beliefs that can hold us back, create doubt or fear and force us to settle for less than we can truly become!

It is a psychological fact that we move in the direction of our most dominant thoughts. So ask yourself, “What have you been thinking about most?”

Thoughts and beliefs drive our actions. Behind every decision, activity, or inaction there is a belief that put it into action. If you are not getting the results that you want right now there is some belief that is preventing you from obtaining it! What beliefs are preventing you from taking the actions you need to be taking? What beliefs are causing you to create roadblocks in communications, in sales activity, in closing business, in getting commitments? These beliefs require immediate attention…in fact these beliefs must be change or rewritten! Awareness of your beliefs is a powerful first step.

We need to rewrite our beliefs or refocus on what we think about. Everyday pick one new strong, positive empowering belief to concentrate on. Write it done in your planner. This is the critical element to focus on. Next rate yourself on a 1 to 10 scale (and what you need to improve or do better) at the end of the day as to how well you did “acquiring” this new belief. For example, “Strangers cannot personally reject me…they can only reject my offer.” Rate yourself on this one (especially if you suffer from call reluctance or getting people to make decisions). If the rating is less than 9 or 10…put it BACK on the list tomorrow learn why and how this happens so you can correct it. We don’t want to live in a trance.

Take control, improve your attitude and put good beliefs to work for you!

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Coaching & Leadership: How to make in impact

COACHING & LEADERSHIP is about clear communication.

Precise communication is the fuel that propels the plans, strategies and tactics into the real world where theory meets reality.

The more you know about your people the more effective you’ll be when coaching and motivating them, dealing with conflict and roadblocks, understanding who needs constant supervision, who is a self-starter, achieving goals and reducing stress..

Good coaching makes good sales people. Great coaching can inspire greatness in our people. The foundation to great coaching is consistency.  Being consistent means monitoring our people’s performance so we can:

  • Manage consequences and behave the same way in similar circumstance
  • Praise good performance
  • Redirect less than standard performance
  • Provide positive consequences
  • Provide negative consequences
  • Be noticed-not avoiding or not assisting

Coaching Principles 

Your effectiveness depends heavily on your credibility among the sales staff and you undermine your credibility when you are indecisive.

  • We will work together to achieve our business plan.
  • We will satisfy our customers’ requirements.
  • We treat everyone with honesty, dignity and respect.
  • We establish and maintain high expectations and recognize performance.
  • We lead by example.
  • We practice teamwork.
  • We strive for open communications.
  • We adhere to our company’s policies.
  • We encourage personal and career development.
  • We strive to be consistent in our response to performance.
  • We strive to be clear and straightforward in our interactions with others.
  • We are clear and precise about what attitudes and behaviors are acceptable.
  • We are “zealous” about promptly giving and getting feedback and updates.

 

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Is there a budget?

“Is there a budget?”

Uncovering budgets and finding out what level your prospect can invest at is a critical part of qualifying who you can do business with, especially if you are in a business where you can offer different solutions at different prices.  Unfortunately, this is a topic a lot of sales people avoid.  One of the reasons they avoid this topic is what we refer to as a “money concept” problem. Due to instructions many salespeople received when they were young… “It’s not polite to talk about money”, they now find it uncomfortable to talk with prospects about their budget. It often seems that they would rather spend time on prospects with no money than go through that “uncomfortable” process of qualifying people for money. What they fail to understand is that not talking about budgets and how much someone is willing to spend, not only wastes time, but can also put their prospect in an uncomfortable position.

First, they run the risk of telling someone a price they can’t afford. Even though they might have other options available, the prospect makes an assumption that what they have been presented with is the price and they feel forced to look elsewhere.

Second, they might make the mistake of presenting a price that is too low. They run the risk of having their offer compared to more expensive options and the prospect may draw the conclusion that what they have is in some way inferior. Often times the prospect doesn’t inform the salesperson that they are uncomfortable with what was offered. Instead, they tell them that they need time to “think it over”, when in reality they have already rejected the offer!

Solving this problem requires changing perceptions about money and learning how to ask the right questions. Once it is understood that not uncovering budgets could make prospects more uncomfortable than talking about money, it should be easier to develop a different perception about the subject.  Start out by finding out if the prospect has a budget. If they have a budget established, you need to know how much money they are willing to spend as well as who makes the decision to spend it. Not asking these questions puts you in the position where you are less likely to present an option that meets their money expectations.  If they are unwilling to share this information with you, most likely it’s because they are using you for a price check.

Remember, without knowledge of your prospect’s budget and how much they can spend, the likelihood of making the sale is greatly diminished.

 

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Sales Winners Are Made, Not Born

“Sales Winners Are Made, Not Born”

Ever hear the phrase, “Natural born Salesperson”?  We all have.  What does it mean? I’d be hard pressed to identify that person.  If you’re thinking of someone with a terrific personality, good joke teller, life of the party…think again.  Sales winners are those professionals who continually do the things on a consistent basis that all the others won’t or can’t do.  Sales winners continually are improving, learning and remaking themselves and their skills.

To win and to grow as sales professionals, we’d like to touch on just a few “attributes” that seem to be consistent among top sales professionals.

It takes desire – a passion for sales and winning in a competitive environment.

  1. Commitment – a willingness to do whatever it takes…no matter what.
  2. Winners understand you never get used to rejection- they deal with it and keep going.
  3. Winners don’t compare themselves to others – they create their own vision and plan…and execute…and modify as necessary.
  4. Winners know that life will give you what you are willing to focus on…and fight for.
  5. The world will not stop and wait…winners know they have to make it happen…every day.
  6. Winners don’t invest in discouragement.  They learn from every situation and improve or change.
  7. Winners keep their priorities straight.  They refuse to get “sucked in” to time wasters and dead end opportunities. They know what their time is worth.
  8. Winners don’t compromise their integrity; they build trust, deliver, and play by rules.
  9. Winners understand the concept of growth and improvement – in skills, in attitude, in relationships and in themselves.  They continue to excel not only for what they receive from sales – but also for what they become.
  10. Winners have fun! They enjoy what they do (and it shows!) and also have a great ability to laugh…at situations and themselves.

So, are salespeople born or made?  How about doctors, lawyers, accountants, engineers, technicians, programmers…You get the idea.  Sales and becoming a winner is what you make of it…and yourself.

 

 

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3 Strategies to continually improve your organization

Having trouble with recruiting and retention?

Here are 3 quick tips to continually improving your organization:

How to really improve hiring: Raise your expectations!

What you do with what you know is critical. Do not settle for a mediocre sales force. It takes time, effort, commitment and a little investment to upgrade. But it is worth it.

Replace your underperformers and gradually improve your business and margins! On your very next hire make it a rule that you will only hire someone who is as good as your best sales person!

Continually Recruit

Recruiting is on-going! What is the worst thing that can happen? You create a “bench” of good candidates or hire one!

Recruiting Bottom Line:

In today’s marketplace, good sales candidates don’t last long. Therefore, you must act quickly. We believe in a two interview process.

 

We’ll want to learn about:  their work history, previous jobs, what they were responsible for, what they accomplished, what previous supervisors said about their performance, why they left each job, what they believe they are “good” at, what they don’t like or are “not good” at, how were they accountable, what are their career goals, money motivation and a few more “gems.”

 

If you have had issues in the past, in regards to hiring and recruiting and would like direction, let us teach you the best practices of sales recruiting.

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The Challenges of Being “The Boss” Can Leave Your Company Stagnant

A Unique Set of Challenges: The Challenges of Being “The Boss” Can Leave Your Company Stagnant

Every day there is a new set of challenges for a business owner or upper level management executive.  You are tasked with doing what is best for the business – not just completing a defined, routine task.  Often times, you have no one to use as a sounding board for your ideas – or, more precisely, no one who will challenge your ideas.

Too many times, within a growing organization, employees are afraid to “Take the ball and run with it”.  They look to the founders for approval of their ideas.  Unfortunately, this takes up your most valuable asset – your time.  Instead of guiding the business to where it needs to go, you are helping other’s do their job.

WHY DOES THIS HAPPEN?

Experience shows us that executives who have grown within the company, often times have a hard time breaking from past position’s responsibilities – or are too often willing to “chip in”.  As a result, they end up owning a task they never should have been involved with in the first place – and valuable time is lost.

As a company grows, executives need to hire more sales people to meet the growing demand of the market.  The executive organically becomes the sales manager (even though he/she never intended to be in that role).  Managing sales people and improving their performance is hard work.  It is a full time job, especially since the shift of becoming a “Sales Coach” is now the norm for the sales manager.  Weekly planning meetings, weekly review meetings, morning plans, daily wrap ups, and ride-alongs are just a few of the tasks of the Sales Coach…wait you still have to run your business on top of that?!?!  So you give your sales people a little bit of autonomy (to free up your time).  That makes sense (although internally, you know this won’t work).  Let’s just “check-in” biweekly.  Well, accountability is out the window!  So very quickly your staff has slipped to “mediocre”.  The business is still growing (so you tell yourself you are “OK” with their production).  But…what is the cost of their mediocrity?  Aside from sleepless nights, it is too high.  What does “too high” actually mean in terms of $$?

If you need help finding out what mediocrity is costing you- and how to turn those unrealized sales in to realized profits – we can show you how.

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