August 2009 Newsletter

This month we're going to explore some simple, powerful tools for adding sustainable value to your sales process and client base.

Resourceful with Sales

Many people are faced with fewer choices and less disposable income at the moment. Making sales is often harder as caution restricts spending and the likelihood of a customer requiring additional attention increases.

So what do you do if you are confronted by more challenging customers and fewer sales? We’re going to flesh out some simple, but powerful methods that through careful implementation can help change negative perception into positive momentum, leaving your customers happy and improving you chance of sales success.

Don’t take it on

A customer is normally upset because they have been let down previously, or perceive that they have been let down in some way. It’s not uncommon for someone who is faced with a disgruntled customer to take it personally.

Although it may feel like the criticism and anger are levelled at you it is very important to remember that it is usually a result of circumstance and not a personal afront. Not taking it personally will allow you to remain calm, and deal with the situation in the most effective way while keeping your thinking crisp.

Find the root

I know that you believe you understand what you think I said, but I'm not sure you realize that what you heard is not what I meant. - Robert McCloskey

How many times have you set about solving a problem and then realised that what you assumed to be the cause was wrong?

Misdirected efforts at resolution can be frustrating and time consuming.Listening and probing so people have a chance to offload their frustrations and concerns is fundamental to you and them.

Dig until you discover the clients origin of uncertainty, or concern about the sale. Here are some useful tips to do this effectively:

• Ask questions
• Listen
• Repeat what you have understood
• Ask if you have understood correctly. 

When a potential customers is reluctant to invest in a product or service it is important not to jump to conclusions regarding the cause. Only once you have uncovered and addressed concerns can you start appealing to people in a way that is truly impactful.


Show them the path

Medical studies have found that patients recover faster if they are informed of what they are going to experience after an operation. Similarly an informed customer will generally feel more secure when they know what to expect from a product or service.

Make sure your customers know what the next-steps are so they are aware that there is a structured approach to meeting their needs.

Many people subconsciously associate the quality of the product with the people that sell it. If your sales process is well thought-out and attentive then customers are more inclined to link the experience to the quality of what you sell.

Concentrate on the relationship, not the sale

You may find that it is much easier to convince a friend to try, or buy something than it is a stranger. That is because the trust and loyalty are already in place and so a friend is far more likely to take your suggestions seriously.

As you build a relationship with your customers, do not deter them with over- zealous selling attempts. By concentrating on building the relationship you are actually increasing the chances that they will buy from you. It may not be an immediate sale but a loyal customer will keep coming back, and in the long run this is much more fruitful than a single sale.

To find out more about our groundbreaking sales programmes contact linzi on Linzi@you-unltd.co.uk or click on Sales Training to view some example content.

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An Interview with our expert Sales Trainer Jo Jecko

Can you give us some examples of the client relationship challenges that you have seen companies facing as a result of the economic crisis? 

Some current challenges I have seen include:

Increasing pricing pressure as clients look to get “the best deal” due to competition heating up. In some cases clients end up dissatisfied, or reluctant to commit to the sale. This can be due to the value proposition not being positioned properly by the salesperson so clients are not convinced of the added value/benefits to them in the long-term.

Delivering “tough” news – institutions are raising the pricing, or sometimes cannot release credit to companies that are not doing well. This requires saying “no” while still maintaining a relationship.

Doing more with less – Staff cutbacks mean remaining staff often face additional responsibilities/time management issues/lack of preparation for client meetings/lack of focus on strategic planning and consequently feel overwhelmed. 

Parts of the financial sector are facing trust issues due to the public’s perception of their role in the economic crisis. Ongoing press articles about bonus cultures only add to the negative perceptions and public cynicism about the industry. Reestablishing relationships and trust has become very important as a result.

Staying in touch with clients until the economic crisis eases up – many clients are simply putting off making important business decisions, or creating strategic goals until the financial picture improves.

What can staff do to build and maintain relationships during this difficult period?

Each salesperson needs to create game plans, stay up-to-date on business issues for their client sectors – and find ways to bring on-going value, information, guidance to their clients and continue to create a more relationship- focused approach. They need to find ways to position value and benefits, stay highly interested in their client’s agendas and help clients to take both short-term and long-term planning into account.

For every client interaction, whether it be a phone call/client meeting/e-mail, they should have a sales objective in mind, with an overview to building momentum and closing incrementally on business goals while still developing the relationship.

Preparation is key, using internal resources appropriately, building a game plan and setting priorities based on a firm understanding of client needs and goals are vital.

How have you seen staff being affected by the added pressures of disillusioned clients?

Staff morale with many of my clients is fairly low – they are feeling overwhelmed by many conflicting priorities. There are obvious on-going anxieties concerning redundancies and job security for many. Most feel they are being asked to do more with less.

How can they keep themselves motivated?

That is an individual thing – Sharing experiences with colleagues, appropriate training, using their management tools,  and internal resources appropriately can also help. Having a game plan for the week and setting specific goals that can be measured and “ticked off” can also create a sense of accomplishment.

Tell us about some of the things you cover in your workshop.

Content is obviously adapted to fit the environment but some of the things that may be covered include:

How to prepare thoroughly to make confident, professional and credible calls that build on relationship values and focus on sales objectives.

How to create the right kind of questioning/drill-down strategy to uncover the client landscape.

How to deliver impactful and appropriate information to create client interest and buy-in.

How to manage push-back/objections without damaging the relationship.

How to deliver “tough news” appropriately.

How to create momentum and move the sales process forward with each client interaction.

Jo Ann Jecko has over 20 years of consulting and training experience. She has helped the likes of General Electric, Citigroup, Fidelity Investments, Time-Warner, KPMG and Credit Suisse with staff development.

You can click on Jo Ann Jecko to find out more about her background. Or If you would like to chat with Jo Ann to see how she can benefit your organisation mail linzi@you-unltd.co.uk, or alternatively give us a call on (020) 7407 0044

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