What keeps small business owners up at night? How to grow revenues? How to profitably service existing customers? When to hire additional employees? You probably didn’t answer, “How to implement effective marketing.” Marketing can sometimes slip through the cracks given the constant and pressing demands of sales, client service, and internal operations. However, under-investing in marketing is short-sighted, and this article will explain how “smart marketing” can be a key driver of business growth.
Why is marketing important for your business? Here are five key benefits of a coherent marketing message and strategy:
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Richard Schroder is president of Anova Consulting Group, a leading market research and consulting firm focused on Win Loss Analysis and Client Satisfaction Research. He is a sought-after speaker and a recognized thought leader in Win Loss Analysis. He is the author of a new book, From a Good Sales Call to a Great Sales Call (McGraw-Hill, 2011). To read Richard’s complete biography, click here.
https://www.strategydriven.com/wp-content/uploads/SDELogo5-300x70-300x70.png00StrategyDrivenhttps://www.strategydriven.com/wp-content/uploads/SDELogo5-300x70-300x70.pngStrategyDriven2013-04-17 06:26:312016-01-31 17:10:33Smart Marketing for Small Businesses
Dear Jeffrey, I’m a big fan of your weekly column, especially the one about making sales vs. measuring sales activity. Brilliant! It describes my situation to a tee. I’m an outside salesman who spends countless hours filling in itineraries, CRM notes, and reports. I had the biggest ever increase in sales last year by far, yet I have been told at times I didn’t make enough calls that week. Very frustrating. Thanks for any advice you can give me.
My first piece of advice is: Get your boss fired as soon as possible. Get a real boss, leader, coach and helper, and your sales will double.
You seem to be doing the right thing – INCREASING SALES, and having the best year of your career. What else could a manager want? Sounds like it’s your manager that needs to make more calls and increase his activity.
Let me address sales leaders…
REALITY QUESTION FOR SALES MANAGERS: Why would you, as a leader, take an improving salesperson who is having the best year of their career, and tell him or her they’re “not making enough calls”? Why not do something to actually help?
REALITY ANSWERS: (Pick any or all that apply.) You’re an idiot who knows nothing about leadership, coaching, or creating winners. You’re a micro manager with little or no current sales talent yourself. (You may have sold before, but that was before the internet – and you’ve probably never tweeted). You’re an unschooled leader, following the old way rather than learning what’s new. You’re using CRM as an accountability tool, rather than a sales tool. You’re totally clueless about your customer base and what will grow more and profitable sales. OUCH!
Successful sales leaders…
Manage the sales cycle, not call activity.
Measure the sales cycle, not sales activity.
Help make follow-up calls with their salespeople to learn more about the sales cycle.
Study the last ten sales to help understand what will make the 11th.
Discover their most profitable customers – and then go on to uncover WHY they’re the most profitable.
Find where the profit comes from in every sale.
Discover their most loyal customer – and WHY they stay loyal.
Make a few sales calls together with their people.
Teach salespeople to ask better questions that emotionally engage.
REALITY: Maybe by spending more VALUE time with each existing customer it will increase their wallet share and your market share, and referrals will go UP.
REALITY: Maybe making too many calls is actually hampering growth. Someone measuring activity and numbers would never know that. Pity.
‘Measuring activity’ gives you a false read on the reality of sales. And as a leader, a manager, a coach, a teacher, you have a far greater responsibility to help increase sales than to just bellow out ‘more calls’ as your cure-all answer.
And maybe more calls IS the answer, but until you uncover the other ninety nine possibilities, you have no right to destroy or discourage your best salespeople from becoming better.
Or worse, they quit because they’re sick of you and your style.
Sales management and sales leadership is one of the hardest jobs in the world. First you have to know each of your people, why they’re working, why they’re working for you, and what will make them better. Second you have to know your customers, why your customers buy (beyond price), andwhat keeps them loyal. Third you have to be a better salesperson than they are. And fourth, you have to be a great teacher – able to convey your knowledge in a way that others WANT To hear you.
You know these things so that when your salespeople come to you with issues, you can actually help them make the sale – not make more calls.
Make more cold calls? Huh? In 2013? Really?
If you’re looking to become a hated sales leader, with lots of turnover, make your people make lots of cold calls.
If you’re wanting to drive your best people to the competition, make your people make lots of cold calls.
And if you’re looking to have low morale and poor performance on your team, make your people make lots of cold calls.
NOTE WELL:
The new cold call is a social media connection. Start with LinkedIn.
The better cold call is an expanded relationship with an existing customer.
The best cold call is a referral. One that you earn, not ask for.
BIG REALITY: The object of sales leadership is to IMPROVE INDIVIDUAL SALES, not improve “team” sales.
BIGGER REALITY: Your encouragement and enthusiasm – to them, and with them – will help build both their confidence AND their sales.
BIGGEST REALITY: Managers somehow believe their salespeople want to be on their team and win for the team and the company. To hit some big goal arbitrarily set by management. Nothing could be further from the truth. Salespeople wanna win for themselves and their families – and they wanna win for their customers. Not for you, your other employees, or the company.
Get a grip on ‘why’ salespeople want to win. Give them real-world help. Coach them, and it will have a major impact on their sales, and your leadership success.
Reprinted with permission from Jeffrey H. Gitomer and Buy Gitomer.
About the Author
Jeffrey Gitomer is the author of The Sales Bible, Customer Satisfaction is Worthless Customer Loyalty is Priceless, The Little Red Book of Selling, The Little Red Book of Sales Answers, The Little Black Book of Connections, The Little Gold Book of YES! Attitude, The Little Green Book of Getting Your Way, The Little Platinum Book of Cha-Ching, The Little Teal Book of Trust, The Little Book of Leadership, and Social BOOM! His website, www.gitomer.com, will lead you to more information about training and seminars, or email him personally at [email protected].
QUESTIONS: Who’s going to win the next Super Bowl? Who’s going to win the next World Series? Who’s going to win the next Masters Tournament?
ANSWER: The team or the player that’s best prepared. The team or the player that makes the fewest mistakes. The team or the player that stays steady and keeps its cool. The team or the player that creates breaks and takes advantage of them. The team or the player that prepares one razzle-dazzle play, takes the risk at the opportune time, and pulls it off. The team with the most dedicated players. The team or the player with the best coach.
Same in sales.
In this year’s Super Bowl, both teams were capable of winning. But victory does not always go to who’s the best. It more often goes to who’s the SMARTEST. Smartest coach. Smartest players. And, of course, whomever got the breaks, and took advantage of them.
Same in sales. The smartest will win, especially if they get the breaks. (Or do smart people create breaks?)
BIG QUESTION: What does smart selling mean to you?
MY ANSWER: It doesn’t take as much brains as it does take understanding. So, I have created the perfect acronym to help you:
S – SMILE.
M – MAKE FRIENDS.
A – Have the ATTITUDE of a WINNER.
R – Take RELATIONSHIP ACTIONS.
T – TAKE RESPONSIBILITY.
Pretty simple. No memorization required. No “find the pain” manipulation. Just an easy to understand formula that will guide you to more business.
Let me deepen the SMART SELLING definitions: S – SMILE. This defines your warmth, approachability, and overall feeling. It’s a greeting beyond a handshake that sends a welcome, open message. It’s both peaceful and reassuring. M – MAKE FRIENDS. This is not as easy as it seems. Some prospects want to keep it ‘all business.’ Your responsibility is to create friendly dialog that might result in finding some common ground. Look for their smile. That’s a sign you’re breaking the ice. And note my mantra: All things being equal, people want to do business with their friends. All things being NOT QUITE so equal, people STILL want to do business with their friends. A – Have the ATTITUDE of a WINNER. This is not just a positive or a YES! Attitude. This is a winning attitude that combines your will to win, your preparation, and yourself-belief. It’s a positive, internal confidence based on previous wins. Not cocky, more like self-assured in a way that passes your confidence on to the customer. R – Take RELATIONSHIP ACTIONS. This means you take long-term oriented actions. Actions that will stand the test of time. Actions that give your customer the feeling you represent their best interest, not just your own. You speak the truth, have high ethical standards, and are known for service. You’re taking service actions, and value actions beyond the sale. Not sell and run (the 1970’s definition of ‘hunter’), rather stay and help. Earn the relationship to a point where it becomes referral based, and testimonial possible. T – TAKE RESPONSIBILITY. Taking responsibility starts with who you are as a person, and transcends to who you are as a salesperson. As a smart salesperson, youhave to know the responsibility is yours if you lose a sale – the same as if you win a sale. The good news is when you become responsible for both success and failure, you also become a student of sales and life. Blaming others (the opposite of responsibility) allows you a hall pass form self-education. It’s forgotten or passed-on rather than studied.
MAJOR AHA! I just tweeted: “When it’s raining outside, and you blame the rain, keep in mind it’s raining on everybody. Take responsibility. #gitomer” – RESULT: 42 re-tweets and 14 favorites within 1 hour – on a Sunday morning!
Here are a few more critical elements of Smart Selling: Product smart. Customer smart. Value smart. Preparation smart. Follow-up smart. Service smart.
BIGGER QUESTION: How smart of a salesperson are you? Now that you have my definition, the reality is you may think you’re smarter than you actually are.
SMART SELLING REALITY:
Smart salespeople don’t sell on price.
Smart salespeople don’t reduce price.
Smart salespeople don’t match price.
BIGGEST QUESTION: Now that you have read this, are you still as smart as you thought you were a few minutes ago? Probably not, but that’s a good thing. Now that you’re aware of what ‘smart-selling’ consists of, you can begin to take advantage of it.
There’s one more element of smart selling – it’s the two word essence of a successful salesperson. To find out what it is, go to www.gitomer.com, register if you’re a first-time visitor and enter the words SMART SELLING in the GitBit box.
Reprinted with permission from Jeffrey H. Gitomer and Buy Gitomer.
About the Author
Jeffrey Gitomer is the author of The Sales Bible, Customer Satisfaction is Worthless Customer Loyalty is Priceless, The Little Red Book of Selling, The Little Red Book of Sales Answers, The Little Black Book of Connections, The Little Gold Book of YES! Attitude, The Little Green Book of Getting Your Way, The Little Platinum Book of Cha-Ching, The Little Teal Book of Trust, The Little Book of Leadership, and Social BOOM! His website, www.gitomer.com, will lead you to more information about training and seminars, or email him personally at [email protected].
When you’re asking an existing or prospective customer a question, the object is to get them to think and respond emotionally.
To most salespeople this strategy sounds like a foreign language.
START YOUR THINKING HERE: The sale is made emotionally and justified logically. Once you understand that fact, it makes perfect sense to engage the customer emotionally to set the tone for them to decide to buy.
Most salespeople are taught the difference between open-ended and closed-ended questions. A closed-ended question is one that results in a yes or no answer. An open-ended question is one that begins to create dialogue from the customer. Open-ended questions are good, but they don’t necessarily breed emotion. This process is necessary to understand, but at its core is passé.
Here’s a new way of thinking about your questioning strategy: logic-based questions vs. emotion-based questions.
This thought process and strategy will give you a new awakening about how customers think and decide. And by using emotion-based questions, you can get them to decide on you.
CAUTION and CHALLENGE: This is insight to a new questioning process that will help you formulate emotionally engaging questions. I’ll give you phrases to use, and a few sample questions. Your job is to understand the process and create your own questions based on your product, service, customer needs, and customer’s desired outcome. Questions that draw out their emotion, and keep focus away from logic – AKA price.
Logic-based questions center around the old-world ‘qualifying’ questions. These are questions that both annoy and aggravate the customer. Logic-based questions basically ask for money information so the salesperson can begin to salivate. “What’s your present payment?” or “What have you paid in the past?” or “What’s your budget?” or “Do you want to lease or buy?” These are questions fall under the category of ‘none of your business.’
KEY CONCEPT: Do not qualify the buyer, let them qualify themselves because you’re so friendly, engaging, and genuinely interested.
The late, great Dale Carnegie said, “You can make more friends in two months by becoming really interested in other people, than you can in two years by trying to get other people interested in you.”
Emotion-based questions ask about their life and use, not their money. Prior to beginning your ‘presentation,’ ask the customer emotion-based questions that begin with the words, “How long have you been thinking about…” or “What were you hoping for…”
Get the customer to paint their vision of outcome.
Get the customer to paint their picture of ‘after they buy.’
During the purchase, ask emotion-based questions such as, “Is this what you had in mind?” or “How do you see this serving your purpose?” or “How do you see your family enjoying this?” Or take it even deeper with, “What do you think Bobby will say when he sees this?”
Emotion-based questions draw out feelings – feelings that will lead to true engagement and honest answers about how your product or service will affect their expected outcome.
When you can get the customer to visualize outcome, you also have them visualizing ownership – otherwise known to you as ‘purchase.’
MAJOR POINT OF UNDERSTANDING: People don’t actually come to purchase. They come to purchase because they want to USE. What happens AFTER the purchase is way more important to the customer than the actual purchasing process. Drawing out their emotion during the process is the key to getting them to take ownership.
So, during the sales presentation you might want to ask questions that begin with phrases like, “What are you hoping to achieve?” or “How will you use this in your business?” or “How do you envision this will add to your productivity?” or “How do you believe this will affect your profit?”
Whether you are selling to a consumer or a business, whether you are selling on the phone or face-to-face, the process and the emotional involvement are the same. Someone wants to take ownership, and your job is to get them to visualize it, be engaged by you, agree with you, believe you, have confidence in you, trust you, accept your price, and pull the trigger.
The key to this is emotional involvement. No manipulation, no pressure, no old world sales techniques, no NLP, just friendly and genuine emotional engagement that touches the heart and the mind simultaneously.
“Jeffrey, I’ve been taught to ‘find the pain.’ Is that emotional?” Yes, but in a negative way. A very negative way. Pain is a negative emotion – or as I call it, a ‘none-of-your-business emotion.’ Dumb questions like, “What keeps you up at night?” create an uneasy, uncomfortable atmosphere between you and the customer. And most of the time, if you’re asking a negative-based question the customer will not give you a real answer.
AHA! Don’t find the pain. Find the pleasure.
Pleasure evokes positive emotion. “Tell me about your vacation.” “How is Morgan following your passion for fashion?” “How is Henry following your passion for golf?” “Where was your biking trip this year?”
Find their pleasure, find their purpose, find their expected outcome, uncover their true emotional motives – and you will find their wallet.
Now that’s pleasure.
Reprinted with permission from Jeffrey H. Gitomer and Buy Gitomer.
About the Author
Jeffrey Gitomer is the author of The Sales Bible, Customer Satisfaction is Worthless Customer Loyalty is Priceless, The Little Red Book of Selling, The Little Red Book of Sales Answers, The Little Black Book of Connections, The Little Gold Book of YES! Attitude, The Little Green Book of Getting Your Way, The Little Platinum Book of Cha-Ching, The Little Teal Book of Trust, The Little Book of Leadership, and Social BOOM! His website, www.gitomer.com, will lead you to more information about training and seminars, or email him personally at [email protected].
https://www.strategydriven.com/wp-content/uploads/JeffreyGitomer.jpg218156Nathan Iveshttps://www.strategydriven.com/wp-content/uploads/SDELogo5-300x70-300x70.pngNathan Ives2013-03-18 06:08:502016-08-07 21:51:28A new way to look at questions and engagement: emotionally
Last week I promised the answers to why lousy service occurs and how to fix it. If you didn’t read part one, stop now, and go here.
The answer revolves around four words you already know: positive attitude and personal pride.
Let’s start with a little background…
Here are the reasons or feelings that negatively affect your attitude, and reduce or eliminate the power of your ability to serve at a superior level:
My boss is a jerk.
I hate my job.
I hate my coworkers.
I’m too good for this.
They don’t pay me enough.
They don’t understand me.
Benefits suck here.
I have my resume in five other places.
I can’t wait to get out of here.
ANSWER ONE: There’s a two-word secret to service response: positive attitude.
Positive attitude, defined as the way you dedicated yourself to the way you think, is the beginning point of service.
Positive attitude is not what happens to you. It’s what you do, and how you respond to what happens to you. That is the essence of service.
Positive attitude must be the first part of any training program, or the rest of training will fall on deaf ears – or worse – existing negative attitudes.
ANSWER TWO: There’s a two-word secret to the service process: personal pride.
It’s not how you feel about the customer, it’s not how do you feel about the circumstance. It’s all about how you feel about yourself. Your personal pride.
Personal pride should give you the incentive to be at your best, respond at your best, and serve at your best at all times.
You’re not doing this for other people, you’re doing it for yourself. Once you understand that, great service not only becomes easy, it actually becomes fun.
Here are a few guidelines to make personal pride more easily understood:
Personal pride must be more powerful than feelings about boss or company
Personal pride must be more powerful than pay
Personal pride must be more powerful than existing job
REALITY: If positive attitude and personal pride are present, then service, even great service, is possible. And vice versa.
MAJOR POINT OF UNDERSTANDING: It’s not a job, it’s an opportunity. And your attitude, combined with your personal pride, will determine your short-term and long-term fate.
Yes, I realize there may be extenuating, outside circumstances that affect attitude, pride, and even performance. There are too many possible issues to deal with in this short piece, but I do want to acknowledge it’s not always work related.
KEY POINT OF UNDERSTANDING: It’s likely that most people reading this will not be in the same job five years from today. But between now and then, the thoughts you have, the personal pride you build and display, and your level of performance will dictate the quality of job, or advancement, you’re likely to secure.
Why would you risk lousy performance at your present job, thinking you’re going to get a better job based on resume or desire? It doesn’t make sense. And it’s a fantasy with an unhappy ending.
KEY POINT OF UNDERSTANDING: Once you understand that you’re serving for yourself, once you understand that your attitude will determine your communication excellence, and once you understand your personal pride will dictate your actions – at once you see your possibilities, and will have the ability to better improve your performance.
Don’t be mad at the world, don’t be mad at your customers, don’t be mad at your boss, don’t be mad at your coworkers – be happy about yourself.
NOTE WELL: If you’re the boss, or you’re in HR, or you’re the trainer, stop training a bunch a crap about your company and how to fill out the silly papers, stop telling me all about how great the company is, how you have a great reputation, and that I should be happy to work here. That’s a bunch of baloney! You can email me that.
START YOUR TRAINING SESSIONS LIKE THIS: Here are two things most people don’t know about themselves AND their success.
HR REALITY: Train me about me. My attitude, my personal pride, my happiness, my opportunity. Information I can use NOW and LATER. Information that applies to ME.
BIGGER HR REALITY: Most employees disdain training, they just want a paycheck.
BIGGEST HR REALITY: The more you help the employee succeed, the more they will set the standard you’re hoping for. They will have a better attitude and serve with pride because you helped them.
That’s not just a challenge, HR – that’s YOUR opportunity.
Reprinted with permission from Jeffrey H. Gitomer and Buy Gitomer.
About the Author
Jeffrey Gitomer is the author of The Sales Bible, Customer Satisfaction is Worthless Customer Loyalty is Priceless, The Little Red Book of Selling, The Little Red Book of Sales Answers, The Little Black Book of Connections, The Little Gold Book of YES! Attitude, The Little Green Book of Getting Your Way, The Little Platinum Book of Cha-Ching, The Little Teal Book of Trust, The Little Book of Leadership, and Social BOOM! His website, www.gitomer.com, will lead you to more information about training and seminars, or email him personally at [email protected].
https://www.strategydriven.com/wp-content/uploads/JeffreyGitomer.jpg218156StrategyDrivenhttps://www.strategydriven.com/wp-content/uploads/SDELogo5-300x70-300x70.pngStrategyDriven2013-03-11 06:46:202016-08-07 21:56:06The Secret of Lousy Service and How to Fix It