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Entries in prospecting (6)

Wednesday
Jul142010

The Fear of Prospecting: "Phone-a-phobia", Part 2 of 2

The Fear of Prospecting Part II of II: Phone-a-phobia

If you didn’t read Part I of II, Click here…

How do salespeople overcome the fear of prospecting? What is a prospect? For most salespeople, a prospect is someone that is currently looking for the kinds of products or services that their organization provides. With this definition in mind, many salespeople think of prospecting as hunting for people that are looking for them – a relatively small number of hard-to-find opportunities.

What would a salesperson’s life be like if we turned the typical definition of a prospect on its head?   What if we defined a prospect as a person who is not actively looking for your products or services at the time that you call on them? The universe of potential prospects grows tremendously under this expanded definition.

Today, most potential prospects do some research and scan the Internet from time to time, looking for ideas for solving their business problems, even if they are not actively evaluating vendors for any specific solutions. Therefore, it would be foolish to think that prospects are not “educated” buyers. However, because most people do not have formal requirements for solving many of their business problems defined yet, they are not quite “expert” buyers. In these cases, the best sales prospectors are those who make first contact with buyers, and help them progress from a casual interest to the point where they admit they have a business problem that could be addressed with that salesperson’s product or service. It is only at this point that prospecting ends, and real selling can begin.

There are three stages of effective prospecting:

  1. The prospect admits interest and curiosity.
  2. The prospect admits there is a pain – a critical business issue or potential missed opportunity.
  3. The prospect and salesperson agree that the problem is big enough to warrant action, that it should be investigated further, and that the salesperson’s products and/or services could help with this type of problem.

Many salespeople don’t get to stage two or three because of their inability to effectively generate interest and curiosity. Phone-a-phobia (or call reluctance) is based in:

  • Not knowing what to say when they call
  • Not knowing how to compile the necessary information to make effective prospecting calls

How do you overcome this lack of knowledge and the fear of prospecting?  A simple, effective five-step process is all it takes:

1. Planning - Most salespeople are deficient in time management. One salesperson confided to us that his time management process is based on “STP”: the first month of the quarter is reserved for Strategic activities, the second month for Tactical activities, and the third month is full of Panic.

Prospecting starts with booking “sacred” prospecting time. In general, a salesperson that is at quota should have at least four hours of sacred prospecting time booked on their calendar each week. If you are not at quota, then you should book at least twice as much time. If you don’t reserve this time in your calendar, other immediate or urgent tasks will consume your unscheduled prospecting time.

2. Prepare - There are two parts to prospecting preparation. One is research, and the other is pre-call planning. During this time, the salesperson determines whom he or she is going to call and what he/she is going to say. Recently, we worked with salespeople to identify their “Top 5” opportunities in their territory that they are not currently working. These “Top 5” should be pursued for 60 – 90 days. At that time, you can re-evaluate each, and see if you might exchange one or more for another more promising opportunity.

Once a salesperson has decided on their “Top 5”, research can begin. What is the business problem that these companies have that you think you can help them with? Who in that company is the best person to contact? By confining your research to your “Top 5”, you focus your effort on a smaller group that has the highest probability of success.

Like buyers who conduct research on selected potential vendors, salespeople should also research and follow their “Top 5” prospects. Google Alerts, industry analyst evaluations, LinkedIn and even Facebook can help you get ready for your prospecting calls.

Once your research is complete, you are ready to begin your pre-call planning. In your first call, you only need prospects to expresses interest and curiosity (“Tell me more”). You should be prepared with verifiable facts about your company that are relevant to the person to whom you are talking. Your prior preparation will enable you to sound more professional.

3. Practice - For some reason, salespeople think that the ability to react spontaneously is a value-add to their career. Time and again, we see salespeople who refuse to use prospecting tools because they feel like it’s remedial, they sound scripted, or it makes them uncomfortable. Yet, when we listen to their spontaneity in prospecting calls, it usually sounds awful.

Create your tools for a good phone conversation. A well-composed phone script will help salespeople to focus on a critical issue that has a high probability of existing at prospects’ locations. A good prospecting script should be given to the prospect in a window of twenty seconds; otherwise, you will lose their interest. All you want them to do at this time is to say “Tell me more.” If they do, you want to be prepared to introduce your company by describing how it has helped other people in their industry, focusing on facts, not opinions. Be prepared to tell prospects a reference story about how you and your company helped another person with a similar job title or in their industry to solve a relevant business issue.

The next part of practice is to sit at your desk, before you start phoning, and read out loud from your tools. Make sure that you are comfortable with the exact words that you want to use and practice it until the timing is natural. A good exercise is to read your phone script into your own voice mail and then listen to it. As you listen, take notes as if you were hearing it for the first time. This will let you know if you have any words that are tongue twisters, any ambiguous terms or if your timing is not right. If you do this four or five times, you will sound much more natural, and appear much more confident in your delivery.

4. Perform - Clear your desk of everything but your research, your tools, and a clean note pad. Then, like they say in the Nike commercial, “Just do it!”  In the first 20 seconds, your phone script should ask the prospect, “Are you curious?” A good phone script can also be used with an administrative assistant or in a voice mail. If they say, “Tell me more,” be prepared to introduce your company with three or four facts that are relevant to the prospect. Tell your reference story. You’ll be surprised at how many prospects will open up and tell you that they have that same problem at their company.

At this point in time, you can qualify their pain – their critical business issue. Ask questions like: How big is this problem? Is this issue something that is of a priority that you want to address now? How much is this issue costing you? The answers to these questions will tell you if this pain is significant enough for the prospect to take action. If it is not significant enough, then you can offer a menu of other issues you hear of most often from people with the same job title.

5. Follow-up - Log your activity. Record the date, the person you called, the issue you inquired about, and the result (e.g., voice mail, admin, etc.). Make sure that you keep track of your successes. For example, how many of those calls generated prospect interest and curiosity, how many prospects admitted pain, and how many qualified the pain? Don’t be afraid to adjust your script for your next prospecting session.

Master the critical skill of prospecting and you will PROSPER!Send a letter to every prospect you spoke with, confirming your understanding of their business issues, the reasons for the business issue, and the next actions to be taken.

If you prospect on a regular basis and do it the same way every time, you will continuously improve both your tools and prospecting skills. Nothing overcomes the fear of prospecting more effectively than mastering this critical skill. Those salespeople who can do so need never worry about phone-a-phobia again, as they will forever be immune.

Interested in learning more about prospecting or need to educate YOUR sales team on this critical skill? Click here for information on training programs offered…

Monday
Jul122010

The Fear of Prospecting: "Phone-a-phobia", Part 1 of 2

The Fear of Prospecting
Part I of II: Phone-a-phobia

“Phone-a-phobia” cripples salespeopleWe often work with executives to define their sales process, train their managers and their salespeople, review their pipelines, or help them with key opportunities. Over the years, we have found that common disease now infects a huge percent of the salespeople around the world.

The disease is phone-a-phobia, the fear of picking up the telephone and encouraging a new prospect to start looking at your product or service. This disease cripples the careers of many salespeople. Phone-a-phobia not only affects salespeople’s ability to develop new sales opportunities, it also adversely influences how they interact with current prospects. With their limited pipelines, salespeople that are infected with phone-a-phobia may have lower levels of courage to disengage from unqualified opportunities, because they think they can’t find other more suitable prospects.

We often say to our clients: “There is nothing as pathetic as a desperate salesperson.” A desperate salesperson is one who:

  • Conforms to every whim of potential buyers, no matter how unreasonable or unproductive they may be
  • Gives away their own personal time and gives away their company’s resources
  • Hopes that dropping the price at the end of the evaluation will get the business
  • Refuses to ask disqualifying questions
  • Always blames their losses on price or lack of product functionality
  • Has phone-a-phobia – his or her pipeline is empty and they won’t prospect to get another opportunity started

A phone-a-phobic salesperson dreads that if they walk away from the few opportunities that they have in their pipeline, their manager will say, “Well, it’s OK that you exited these bad deals – they weren’t good prospects. Now, who else do you have to work on?”  If they don’t have confidence in their ability to pick up the phone and get another prospect, they won’t walk when potential buyers aren’t willing to meet them halfway.

The skill of prospecting is the skill that puts dignity back into the life of the desperate salesperson. Without it, their job is miserable. With it, they treat potential buyers with respect, and they expect potential buyers to treat them with the same level of respect in return. A salesperson’s behavior can be hindered throughout their career, if they are not confident in their ability to create interest and curiosity in a new prospect who is not currently looking for their products or services.

In the next post, we’ll explore the stages of effective prospecting, and how phone-a-phobic salespeople can overcome their desperation, and put dignity back in their professional life.

For the continuation of this article, The Fear of Prospecting: “Phone-a-phobia”, Part II of II, click here…

Thursday
Nov052009

Cold-Calling Beats Aggressively Waiting by the Phone…. EVERY TIME!

I’m constantly amazed that so many salespeople tell me, “cold-calling doesn’t work!” They call it “old school.” They go on to tell me about how they could (not that they DID) leave voicemail after voicemail, and that would NEVER get a reply. When I ask about e-mail, the conversation degenerates more. I hear, “My e-mail’s are just SPAM! I don’t read SPAM, and neither do my prospects! They are one delete key away from the bit-bucket!”

So what’s the answer? We teach salespeople to identify their Top 5, and attack them like a fat man goes after a wedding buffet table. For the next 20, keep a presence. You can send e-mails, do research, or look for a contact. For the rest, include them in your marketing campaigns for awareness.

This week we were told that we were the selected vendor to train a fairly large company. The salesperson, Dan - a member of the team for several years, contacted the executive by cold-calling him. He didn’t cold call them, only once! He left message after message over the past 18 months. Every quarter Dan would be “tickled” by his CRM system to call three of the executives at this company and leave them a message. These were just a few of the THIRTY calls Dan makes every day. When this company started looking at training, they made one call, to Dan.

To most salespeople, that sounds like a lot of work. It’s work they DON’T like doing. Their option is to sit by the phone and wait for it to ring. And, when the phone doesn’t ring, (and it won’t); they blame the economy, the marketing department, or some other convenient excuse.

I believe cold-calling is an essential part of selling. Maybe we should call it “networking to find people with problems we can help them solve.” If you do it religiously, over the long run, you will see results. 

Tuesday
Nov032009

To Play or Not To Play

“To Play or Not To Play”

…that truly is the question. In the workshops that I facilitate, I often ask the group, “who finishes first in a hand of stud poker”…rarely do they get the answer correct. I hear things like the person with the best hand or the person who bluffs the best, of course the answer is…the person who rakes in the money from the center of the table, duh! Then I ask…who finishes in second place…ever more rarely does this get answered correctly. I hear things like everyone else or the person who was in it until the final bet, of course the answer is…the person who folded first, as they are the one who lost the least.

Folks if you can’t win DO NOT play. It is as simple as that. Now I was not a great salesman, OK maybe I was. But one of the things I learned very early was to not waste time on opportunities that I could not win. I remember sayings such as “It’s not whether you win or lose, its how you play the game”… in the sales world that’s a bunch of crap. I will tell you winning is the only thing, for me. As soon as I decide I can’t win, I am gone faster than a soccer mom driving to Starbuck’s. If you can’t win, don’t play…have I already said that? I know you are afraid to disengage because some chance of winning is better than no chance. Here’s what I would tell you, if you spend time on opportunities that you can not win, you are stealing from yourself. That wasted time will never be regained, it is lost FOREVER!

What? You say your pipeline is not full and if you disengage, your manager will make you pppppprrrrooossspppeeecccttt? I know that is hard for me to say too. So, when is it easiest to walk away from a bad deal? - when your pipeline is full. So get off your duff and fill your pipeline with “latent” opportunities. Don’t know what latent means, look it up in your Solution Selling® dictionary. Oh, you say your prospecting consists of aggressively waiting by the phone for someone to call you to buy something…great! Thank goodness you don’t work for me.

Happy Selling!

Monday
Aug242009

How to Maximize Revenue in Your Sales Territory

When the going gets tough, the tough get going.

Joseph P. Kennedy (1888-1969), US politician, businessman,
and father of President John F. Kennedy

As sales professionals, we earn our living in difficult times today.  According to research conducted by Sales Benchmark Index, 27% of salespeople now fail to generate enough revenue to cover their costs. Another survey conducted by Watson Wyatt indicates that more than half of companies in the US (53%) have reduced the size of their sales force this year.  And CSO Insights predicts that more companies will let more of their low-performing salespeople to trim operating costs.

The natural reaction of most sellers and their managers to this kind of environment is to follow the adage of JFK’s father, and “get going”.  In other words, they take a deep breath, roll up their figurative shirtsleeves, and work harder: more cold calls, more marketing campaigns, more promotional mailings, more emails, more time in social networks, industry events, networking meetings - anything that might reveal one of those precious golden nuggets: a real, qualified lead for potential business.

Certainly, increasing general selling activity to increase results seems logical.  Raise the level of effort to put more into the top end of the funnel, and more business should result at the bottom, right?  But this model of sales productivity is based on a flawed assumption: that if you just raise the amount of prospecting activity, you’ll find enough leads to fill your pipeline, and therefore acheive your goal. 

Why is this a flawed assumption?  It assumes an unlimited quantity of every sales professional’s most precious resource: time.  If you’ve ever lost your car keys, your eyeglasses, or your TV remote control, you do not start your search by calling, emailing and writing any person that may know what your missing item might look like.  Yes, you might get lucky with such frenetic activity, but it would consume a lot of time and effort, and likely would produce only frustration and stress. 

There is a better way.  If we are looking for something we’ve lost, a wise person first takes a little time to think about where they might have lost it, and begins their search there.  Looking first in the most likely places to find something generally produces results faster than trying to search everywhere.  So it must be with finding new sales opportunities — most of us know this “think first, then act” strategy as territory planning.

When the going gets weird, the weird turn pro.

Hunter S. Thompson (1937-2005), American “gonzo” journalist and author

If you’ve been assigned a set of accounts to cover, what is the most effective and efficient way to do so?  Amazingly, many salespeople take the “look everywhere” approach to territory coverage, and just pick up the phone, or jump into a car, train or plane, and start making cold calls.  Or even worse, they sit back and wait aggressively by the phone, waiting for the latest marketing campaign to “do it’s thing”. 

These approaches may actually work in prosperous times, when budgets are fat and people are ready to buy.  When there are big schools of fish in the ocean, casting a wide net catches more than using a spear.  But when times get tough, and the number of opportunities dwindles, then salespeople need to think of themselves more as sports fishermen, looking to hook the select awesome opportunities. That means thinking about where that kind of opportunity is most likely to lurk, then pursuing it there.

Effective Territory Planning

To find the best fishing grounds in your territory, there are two dimensions you must consider: business potential and customer relationship.

First, what are the accounts that have the highest potential for doing business with you?  This may seem like an obvious question, but it’s one that many salespeople overlook, because they don’t know how to assess that potential.

Think about what an ideal prospect looks like for you.  The best way to do this is to consider the kinds of problems that your product or service solves.  If you sell banking management solutions, for example, what kinds of problems do your solutions solve for bankers?  Once you identify the principal problems that you can address, then consider the attributes of customers that would gain the most from solving those problems.  For example, would big banks, with lots of assets, benefit more than smaller banks, or is it the other way around? 

Your objective is to develop a profile of three to five criteria of the ideal prospect for your solution.  These critieria should be identifiable and measurable - if you select a qualitative criteria such as “likes to buy from companies like mine”, then you will have a difficult time in objectively assessing the business potential of different accounts.  Selecting observable and discoverable criteria, such as size of company, number of employees, industry, and other objective characteristics will make your assessment easier and more useful.

You don’t need more than a few criteria for this exercise.  In fact, selecting more than three to five simply raises the amount of effort without improving your results.  The trick is to select the few most important criteria, not every characteristic that might be helpful or interesting.

Identifying the criteria for the highest potential accounts is a good start to territory planning, but equally important is assessing the level of customer relationship in your assigned accounts.  Experienced salespeople know that selling to current customers is generally easier than trying to break into new accounts - you can leverage existing relationships and your level of understanding of the account should be higher. 

Think about the criteria that determines the level of relationship you have with customers in your territory.  (If your territory doesn’t include any current customers, then this part of this exercise doesn’t matter, and you can skip it.)  Is it the amount of business they have done with you in the past few months or years?  Is it the rank and title of the contacts you have developed, with executives being more valuable than staff contacts?  Is it the customer’s satisfaction ratings?  Develop a list of three to five objective criteria for determining your level of relationships with customers in your assigned territory.

Now, evaluate each account in your territory, assigning a score (using a 1-to-5 or high-medium-low scale, whichever works best for you) for each criteria in your business potential and current relationship lists.  If you don’t know enough about the account to assign a score to a criteria, leave it blank.

Total up your scores for business potential criteria and for current relationship criteria, and create a chart of your territory, plotting each account’s relative position for your two totals.  Now you can segment your territory into three useful groups.

  1. “Alpha” accounts - these are the accounts that have the highest business potential scores.  Note that it does not matter what the score for customer relationship may be - if they have high business potential scores, both current accounts and new accounts fall into this segment.  This is because the sales behaviors that you should execute to create business in high potential accounts are the same, regardless of the level of relationship you may have.  Certainly, it may be easier to sell into current customers, but too many salespeople rely too much on those relationships and take shortcuts in their sales process.  Better to treat every high potential account the same, and thoroughly execute a complete sales process to win their business.
  2. “Beta” accounts - these are accounts with the highest current relationship scores, but not the hightest business potential scores.  These are current customers with whom you want to maintain a strong relationship and leverage that into incremental or recurring revenue.
  3. “Delta” accounts - essentially, these are the accounts that are “left over” after segmenting alpha and beta.  They are all the accounts in your territory that have low business potential and little relationship with you and your company.

Now you can determine how best to spend your time covering your accounts:

  • Alpha accounts are where you should spend more than half of your time in targeted business development activities.  These are the accounts you research in depth.  You should use that research to develop effective initial value propositions and business development prompters to stimulate interest and create new latent opportunities.  If your pipeline is lean or empty, you may spend as much as 100% of your time in alpha accounts.  By focusing your efforts on your highest potential accounts, you have the best chance of finding the big fish.
  • Beta accounts are where you should spend less than half of your time, and your efforts should be to maintain relationships and sell incremental or recurring revenue business.  Our research shows that too many salespeople send the majority of their time “servicing” existing accounts - while this over-investment of time may improve the level of relationship with those accounts, it is unlikely to generate a commensurate level of sales.  If these accounts did have high potential for new business, they would be in the alpha segment!
  • Delta accounts should receive very little, if any, of your selling time.  Instead, find highly leverageable ways to cover these accounts: field marketing activities such as e-mail campaigns, seminars, nurture marketing programs, web conferences, social network connections, and traditional marketing efforts like direct mail are the best way to raise awareness and interest in delta accounts.  In other words, don’t ignore these accounts, but invest as little time as possible in direct selling activities here.
  • Whenever anything significant changes, re-evaluate your segmentation.  If a delta account responds to a marketing campaign and says “I’m interested”, respond, review and reclassify them as either an alpha or beta, or qualify them out and keep them in delta status.  If a beta account begins a new initiative, you might bump them to alpha status.  Remember that your segmentation determines the amount of direct selling time you will assign to that account - your time is your most limited, most precious sales resource, and should be guarded carefully.

For more information about SPI’s Targeted Territory Selling program, which includes tools and methods for effective territory planning as described above, click here.  This program is also available as an on-demand e-Learning program.

Good luck and good selling!