 |
Making The Most Out of Incoming Sales Calls In order to stand out from the competition when handling incoming sales calls, today's successful sales professional must go beyond merely providing and processing information, and must consistently “engage” each caller - repeat customer or new prospect alike! One proven means of accomplishing this involves six simple steps and one good habit. Let’s consider each step:
Having pre-set goals for all calls along with a list of the benefits we’d like each caller to be aware of increases the frequency of success. Preparing a list of questions also maximizes our ability to be thorough and to uncover buying criteria. Carole Richardson, Sales Manager at Vnetek Communications, LLC in Londonderry, NH and a former manager of sales and call-center teams at AT&T agrees. “Each incoming call is an opportunity to learn more about customers,” she said. “Having a written plan with a list of fact-finding questions prepared in advance allows sales people to be more direct, to pay better attention to callers, and to learn more about each buyer’s present and future needs. “This information also helps sales people to build strong customer relationships.” Getting the attention of a customer or prospect who has called us might seem like a simple task. One might even say that they've given us their attention simply by picking up the phone! But making telephone inquiries to determine availability and price has become an automatic component of doing business, and sellers often fail to treat these incoming calls as the true selling opportunities that they can and should be. While many may struggle to say something interesting when greeting customers or prospects, the best way to capture attention is to provide a brief but professional introduction and to quickly become "interested." A professional greeting followed by open-ended questions about the caller, the caller's company, or the evaluation process is an effective way to gain people’s attention and to promote a consultative selling environment. Business relationships are built and maintained in many ways, but always involve rapport, trust, mutual respect, and mutual interest. The more we learn about each customer or prospect, the easier it becomes to identify the things they value and to maintain a business relationship. Helping people to identify and acknowledge needs enhances our professional image and increases each caller's interest in doing business with us. To springboard from an attention-getting introduction, we should continue being "interested" by asking questions that relate to how the caller plans to use our products and services, and how we might best service the account. Rather than asking callers "what they are looking for," it is best to focus on what "they’re trying to accomplish." Stimulating desire involves establishing the value of the solutions we are about to offer. While many sales people talk about features and price, the most successful sellers present benefits and solutions. That's why step #3 is so important! Once we've properly assessed and established a prospect's needs and wants, it becomes easier to present the corresponding benefits and solutions - especially if we have a well-crafted list from which to select! Asking for action is a crucial step, yet many sales people fail to include it as a regular component of the incoming call. Without a call for action, we're not really selling - instead, we're just waiting for our customers and prospects to buy. If all goes well, scheduling a next step might be as simple as arranging delivery. But we should be ready to suggest proactive alternatives should the prospect or customer reject our initial suggestion or offer. Finally, the best way to judge how well each step of the call is going is to develop the habit of trial closing. Strategic trial closing questions such as, “Do you plan on placing an order today?” or “Does that sound right for you?” allows sales people to move through the sales cycle smoothly, and lead the conversation to a natural close.
|
|
Do You Qualify?
Just as qualifying customers and prospects is a critical step in the selling process, it is also a necessary component of prudent sales management.
Many believe sales management consists of leadership, management and a higher level of selling – that is, as described in our Vol. 1, 2005 issue [see “Selling to the Sales Force”], sales managers must often sell to the sales force.
And in so doing, so too must they continually qualify members of the sales force, who, in these instances, take on the role of “internal” customers.
To point out a few parallels, consider that most successful sales people qualify their customers and prospects during the early stages of the selling process. While qualification can cover a wide range of issues, key areas involve:
Now let’s look at the similarities that exist in a sales management scenario.
Prior to setting sales strategies or assessing a sales person’s portfolio of pending business, a sales manager must qualify the overall situation.
The first step will involve a discussion on how thoroughly the sales person has qualified his or her customers / prospects.
Next, regardless of a sales person’s tenure, he or she must be motivated; and self-motivation can only go so far.
The wise sales manager always checks motivation levels, and is ready to provide the necessary incentive or inspiration.
Of course people’s attitudes and motivational needs fluctuate on a regular basis; so as part of the ongoing qualification process, sales managers must also determine the best motivational strategy for each situation.
And speaking of attitude, does the sales person have confidence in our solution? Does he or she have the proper sense of urgency? Do we have everyone’s buy-in on company policies and procedures? The company mission?
It’s also important for sales managers to confirm the actual steps that have been taken to facilitate the sales process. Have our strategies been properly implemented? Similarly, sales managers must continually assess the team’s knowledge level. Do we have the skills to carry out sales plans? Are selling skills consistently applied?
Do we need additional product or systems training? Are we focused on benefits and solutions or do our presentations simply tout features?
Do we know how to qualify our customers and prospects? How about qualifying our sales people?
|
|
Selling to the Sales Force?
Some might think that the idea of “selling” to the sales force is like preaching to the choir.
But adults, they say, learn through spaced repetition with immediate feedback.
So… if we, as managers or business owners, don’t continually reaffirm the true message with our sales people, how can we be sure that they are expressing it properly? How can we be sure they haven’t forgotten? Or that they haven’t succumbed to the fears and doubts that are forced upon them each day in a seemingly hostile, uncaring marketplace?
If we don’t continually reaffirm the basics of the discipline, how can we be sure they are properly applying their skills?
Successful “selling” is most often a function of consistent and persistent communication. Or, as eighteenth-century author and statesman Samuel Johnson phrased it, "People more frequently require to be reminded than informed."
Consider the process through which our customers and prospects learn about us – our sales force stays in regular contact, assesses current situations, and then reiterates the features, advantages and benefits that are associated with the
solutions we offer.
If it is determined that one of our valued customers is considering a competitor’s proposal, then our sales team works hard to remind that customer of the benefits of our products and services.
And so too is that the case with our sales people. We must stay in regular contact (sales meetings, field-support, and strategy sessions), assess current situations (attitude, sales funnel or pipeline, activity levels, strategies, etc.) and advise/coach them on how they might best proceed.
And when they tell us about the challenges of the marketplace, they need to be reminded of the true value that exists within our products and services and of the real differentiators our organization brings to the market.
Once-a-year performance reviews or pep-talks won’t suffice, nor will a sporadic hit-or-miss approach to training and strategic planning.
Sell to your sales force on a regular basis and they will sell more in return.
|
|
Long War: Every Day is a Great Day By Laurence Sanford Professor Hickey, who taught my sophomore Business Law class, constantly used the expression "life is a long war and the main priority is to survive." His words apply equally as well to business and to selling. As part of the survival process, a person’s attitude or outlook is often critical. So let’s agree that, “Every day is a great day – some days are just greater than others”. Certainly I agree that, over the course of each week, month or year we will all have our good and bad days, but, for the sake of preserving our attitude, maybe there’s a more optimistic way to look at it. I’m choosing, “Every day is a great day – some days are just greater than others.” Most successful people, they say, are optimistic! In fact, Americans tend to be optimistic – probably due to our pioneer, can-do, entrepreneurial spirit. A very successful business person and friend once told me that, when greeted and asked, “How are you?” he always responds “great”. Another successful person used “fantastic”. The reasons their responses are always “great” are simple:
Leaders make things happen; and nothing happens if the leader does not think and act positively – as if things are great! If running or developing a new business, then the leader is an entrepreneur who starts with an idea and makes it grow into a viable business. This rarely happens as a result of negative thinking!
In his book “Corporate Life Cycle,” Dr. Ichak Adizes identifies four roles of management – production, administration, entrepreneurialism and integration (PAEI) Businesses have life cycles from inception to growth and, in some instances, to death. The “E” or entrepreneurial role encompasses the long term viability to create change and innovation. Without the “E” thinking and acting as if things are “great,” the PAI’s will not perform and fulfill their roles. Adizes’ corporate life cycle consists of: Courtship, which Adizes refers to as paEi. The entrepreneur commits to an idea. Infant or Paei. The producer needs to produce sales. PaEi. Producer and entrepreneur generate sales and ideas Adolescent or pAEi. Administrator establishes controls for growth. Prime or PAEi. All systems click! Stable or PAeI, which is the first stage of aging. “E” is diminished. Aristocracy or pAeI. Integrators and Administrators take over. Bureaucracy = -A--. Only the administrators are left Death The only way is to prevent a business or organization from dying is to keep the entrepreneurial spirit alive and to promote a fertile environment in which every day is a “great” day. Laurence Sanford is a consultant with PTCFO. He can be contacted through our office.
|
|
Negotiating Priorities
Whether negotiating for a better price, more favorable terms or to schedule the next step in the selling process, it is important to maintain a proper perspective about two pivotal factors – relationship and outcome. In selling situations, the relationship between the buyer and seller is key. It often determines success or failure, and it is the glue that holds the selling process together over time, assuming repeat sales are an objective. The outcome of each negotiation is more involved. Sure, there is a simple outcome – a person either buys or not. But at what price does one buy? What terms might one accept? And how accommodating a customer might one become? The most successful sales people are able to simultaneously focus on both relationship and outcome. While they carefully nurture and preserve their relationships, they also avoid “over-accommodating” their customers. Over-accommodating occurs when a seller puts too much emphasis on the relationship component of negotiating at the expense of outcome. As a result, the seller regularly agrees to virtually all buyer demands, and is prone to sell products or services at very low margins. At the other end of the spectrum are the sales people who place too much focus on outcome. They strive to make sales and gain the most favorable terms at all costs – often damaging relationships in the process. To maximize results, develop a fair and balanced perspective between relationships and outcomes.
|
|
The Next Step in Communication
Effective business communication is a critical component of success, whether selling, managing, marketing or just trying to get along with others. While there are obviously many facets of communication, there is one simple habit that, if well developed and consistently executed, will improve your business communication and success level significantly. When asked to identify this habit, most people think it involves the conveyance of one’s message – either a smooth or powerful delivery, or a pleasant voice tone. Others suggest that the best communicators are good listeners, and some opine that the art of asking good questions is the key. These are all very important elements of good communication, but none of these represents the habit to which we refer. The critical skill we have in mind is the one that helps you make things happen. It is the habit that brings about action! And, as promised, it is simple… It is the practice of specifically identifying and scheduling the next steps that are consequential to your communication – consequential to your discussions, your meetings, your teleconferences, your interviews, your sales calls, and so on. If this seems too simplistic, please think again. Consider the fact that all business communication, regardless of its form, must be purposeful. We conduct meetings to share information on which people must act. We make sales calls so that people will buy. We run training sessions to help people perform better. We go on interviews with hopes of being hired; we conduct interviews with hopes of hiring. Each form of business communication has a purpose, and that purpose involves action. So, for example, at the end of each sales call, what can we do to make something happen? What can we say at the end of each staff meeting to make sure everyone is on-board with the conclusions drawn and that each participant is clear on his or her role in implementing agreed-upon solutions or processes? After meeting a new prospect at a networking event, is there a way to end our conversation that will result in a meaningful future discussion about a business relationship? The answers to all of these questions may vary in content, but in principle they’re all the same – we must identify and then arrange the next steps, and we must do so definitively. For instance, after meeting a good prospect at a trade show, it is far better to arrange a specific follow-up plan such as, “I’ll call you Monday at 3pm,” rather than a vague plan such as, “I’ll call you next week!” “It has been nice meeting with you today, Ms. Buyer. Based on the information you’ve shared, I’ll put together a formal proposal for outfitting your facility with widgets. Can we schedule a brief meeting to review the proposal’s details? How about next Wednesday or Thursday…?” “OK sales team, our goals for the upcoming week are clear. Along with our regular sales calls, each of us will make twenty-five additional courtesy calls to current customers because we’ve all agreed that retention levels must be improved. These calls will be documented in the newly-created section of our CRM program, and we’ll get together on Wednesday at 4pm to discuss progress – any questions?”
|
|
Long War: What Might Have Been By Laurence Sanford Professor Hickey, who taught my sophomore Business Law class, constantly used the expression "life is a long war and the main priority is to survive." His words apply equally as well to business and to selling.
“For of all sad words of tongue or pen – Those are words from the poem Maud Muller, written in the 1800’s by John Greenleaf Whittier of Haverhill, Massachusetts. It is a poem about a man and woman of different social status that meet only once, but who have a special personal chemistry. They part, never to meet again, but think about what “might have been.” If you have an idea or passion for something, but just can’t seem to get around to doing it – do it. Write out an action plan. Almost all successful people have written action plans. If it is the right business idea, the money will come. Most successful people have had one or more failures before striking the right situation. We all make mistakes of commission and omission but I would rather make a mistake through commission than omission. Life is more exciting by begging forgiveness than requesting permission. In business, haste often means waste but no action generates no action! We need to act! I have never had patience with people who bemoan their fate. They hate their boss, their job, their income, blah blah…This is America – if you do not like the present state of affairs, do something about it. When I was a young man, I always wanted to see the world (and have someone else pay for it). So I worked for IBM World Trade, US Navy, CIA, Avis Rent A Car and Nashua Corporation. Fifteen years and fifty countries later, it was time to move on so I started my own business. For almost 20 years I enjoyed the challenges of growing the business but eventually I enjoyed the business less so I moved on. I don’t know what might be coming in the next world, so I better do the best I can with the short time allocated to me in this one. Life is a long war. Win some battles, lose some battles. The important issue is to win more and survive. Laurence Sanford is a consultant with PTCFO. He can be contacted through our office.
|
|
Persuasion at All Levels
Have you ever explained something to someone, and then, based upon their reaction, thought that maybe you hadn’t expressed yourself in the best way? After presenting a seemingly ingenious idea, have you failed to get the attention of others or garner the acceptance your idea deserved? If so, you’re not alone! The ability to persuade others to accept our ideas, plans or proposals is a valuable asset, and one that can provide a lifetime advantage if developed properly. Imagine if you, or your entire employee population, were able to communicate in a style that presented all the best ideas in the best light. Imagine how much more successful you might become if you were able to consistently put your best foot forward when interacting with co-workers, managers and customers. In his book “The Anatomy of Persuasion,” author Norbert Aubuchon provides a straightforward outline for taking good ideas and converting them into practice. Also available as a seminar, the book outlines a step-by-step thinking process that helps people organize and present information in a logical and persuasive manner. The power of persuasion and the ability to influence are not just for sales reps anymore. An increasing number of organizations are putting staff members through persuasion training programs that help them think differently about how they approach and communicate with others. The results help bring more good ideas and products to market, promote enhanced improvement initiatives, and create a workforce that can more effectively interact with one another, customers and suppliers. If you’d like to become more persuasive, please visit www.theanatomyofpersuasion.com.
|
|
Long War: BG=GB By Laurence Sanford Professor Hickey, who taught my sophomore Business Law class, constantly used the expression "life is a long war and the main priority is to survive." His words apply equally as well to business and to selling. Regardless of what you are selling, there is always more to buying decisions than just the price. And while I know some of you are shaking your heads because you’re thinking it always comes down to just the price, please consider that a number of factors such as quality, availability, reliability, specifications and our personal business relationships do, in fact, make a difference. If you can’t accept this premise, then you can stop reading now; or read on! The next premise is simple: BG = GB, which translates to “Business Golf = Good Business.” I guess “BG” could translate to other interactive outside-of-work pursuits, but I’m happy to leave it as just business golf. Sadly, golf seems to be a declining factor in the business world. With globalization, consolidations and downsizing in the workplace, the old network of golf has seen better days. Everyone seems to be working too hard to take off half a day. This should be corrected through better planning and a changing of priorities. By playing more golf, business and sales people could establish better personal relationships and gain knowledge that could greatly contribute to their success. Four hours of golf can be rewarding in a number of ways. Golf can provide a great picture of a person’s character. Do you want to do business with a cheat or with someone who loses control too easily? Wayne, president of a $100 million company, was playing golf with one of his suppliers. The supplier cheated. The next day Wayne told the supplier his contract was not going to be renewed. Wayne figured if the supplier cheated in golf, he might also cheat in business. In addition to offering insight into character, golf and the associated camaraderie also offer opportunities for networking and for obtaining advice. Acquiring advice from, or discussing business problems with, golfing companions is most often done at the nineteenth-hole – assuming one’s character, as displayed on holes one through eighteen, has been deemed worthy! One of my more successful business relationships developed, some years ago, over a golfing beer when my on-course opponent suddenly turned into an off-course ally who made a referral and then an introduction to another golfer; and I have since realized a great deal of business because of it. Lastly, golf and the allied camaraderie are good for the soul. We need to step back, on occasion, away from the office, and look at the big picture. Golf can afford this opportunity. We are humans and there must be more to life than just work. While we should certainly pursue our work with diligence, we must also incorporate balance into our lives. A healthy work/life balance involves regular changes of routine and the infusion of fun into our experiences – after which we are usually even better suited for our work. Life is a long war… how many top 100 companies of 1980 are still in the top 100 today? Not many. BG=GB. Laurence Sanford is a consultant with PTCFO. He can be contacted through our office.
|
|
What’s Really Driving Self Development?
In an era when many corporate sales training budgets are stretched, we’ve noticed a trend towards substituting “product and systems” training for sales technique training. As one might expect, the results are mixed. While an increasing number of sales reps are more knowledgeable about what they sell and how to account for it, they have also become less capable of proactively selling it! One solution is self development, an increasingly practical alternative thanks to the emergence of the Internet and e-Learning. But many business owners and sales managers are finding it difficult to get sales people on-board with the idea. Apparently, the spirit of “Physician heal thyself” has not so easily transcended the realm of medicine! Of course many sales people are active participants in self-development regardless of the amount of training offered by their employers; and most often, they tend to be high producers. Ramona Ennis, one of the top Agents at the Londonderry, NH Coldwell Banker Residential Mortgage branch is a good example. Coldwell provides sales training, but Ms. Ennis is a fan of self-improvement as well. She is an avid reader of sales-related magazines, books, and on-line content, and has also enrolled herself in a Toastmasters program. “You’ve got to stay competitive,” she says. “Especially in sales! Self-help books and courses like Toastmasters increase my comfort zone and help me come up with the right words at the right time.” The proof, as they say, is in the pudding. Yet others say there just isn’t enough time in the day, and if their employer won’t provide training during regular working hours then it’s just not going to happen. If you’re wondering whether or not people can be motivated to make time for self-development, you’re not alone. Some believe the interest can be culturally stimulated through recognition and ongoing managerial reinforcement. Others aren’t so sure. “It comes from within,” Ramona says. “It’s either in you or it isn’t.” Either way, the concept is well worth promoting if you’re in management, and is a sound time-investment if you’re in sales. As the saying goes, “The harder I try, the luckier I seem to get.”
|
|
E-Trainers Searching for the Right Track By Peter Gagnon The eTrain is on the move. eTraining, or eLearning as some call it, has been steadily taking traditional learning practices to far and distant horizons — or at least keeping far off and distant employees connected. But there is a difference in the terminology that you might consider. Although part of the same knowledge umbrella, eTraining and eLearning are like an engine and a caboose. On the one hand we have the trainers, pulling individuals along as they navigate through new information. On the other, we have the learner, who is being shown the route and is learning by meandering through twists and turns of information presented in a variety of scenarios. If it all seems complicated, it’s very much worth the time and effort, as the “eTrain” now makes it possible for remote employees to enjoy the same training benefits as their centrally-located peers. And companies that present effective eTraining solutions, and that get their employees to embrace the concept, are more easily realizing the advantages of a better educated and developed workforce. But what works for one company may not necessarily work for another, and training managers must be careful about the e-courseware selected as well as the delivery mechanisms used. The key is to find the right combination of delivery, content and training formats for your group; and getting employees to “buy-in” to a particular platform significantly increases its value as well. This often requires internal promotion and frequent reinforcement. To bring about effective eLearning, eTrainers must also deliver programs in a style that keeps remote learners fully engaged so that they remain focused on the learning at hand as opposed to multi-tasking during the training sessions. Interactive blended approaches are usually the best choices for achieving this goal. There are also time- and cost-related rewards at the end of the tunnel for those who can bring meaningful programs to the “little” screen, as this mode of education is much more budget-friendly (no travel costs, lower delivery costs, etc.) and has minimal impact on people’s work schedules. In addition, now that eLearning is more readily accepted as an integral part of the work week, it’s sure to be an ongoing component of most training programs. That means more and more competitors are keeping up with the latest techniques, sales tactics and whatever other information is deemed relevant to be taught. Once employers see real results in the form of productivity gains, increased sales and more engaged employees, it’s likely they will also seek to strengthen and fine-tune their eTraining efforts. So, the race is on! Peter Gagnon is a Paul Charles Associate. He can be contacted through our office.
|
|
The Marketing Plan: A Necessary Ingredient By Peter Gagnon Many business owners approach their marketing efforts in an experimental fashion. They may try a little advertising mixed in with a bit of telemarketing and a sprinkling of direct mail. And while this “testing” approach may work out well for some of the great chefs of the world, it’s generally not considered the best approach for a long term marketing effort, especially if you want to create brand awareness and keep your customers coming back for more. However, it is a start! Just as the local diner has its contingent of regulars, most businesses have a following of loyal customers. This may be the best place to begin when moving from an exploratory approach to a more precise approach. The first step is to take what has worked in the past, and then consider what your most loyal customers have to say about your organization. Next it’s time to come up with a long-term marketing plan based on a straightforward strategy. The marketing plan is the practical application of the marketing strategy. For small to medium size companies (SMB) the plan should cover at least one-year. Developing the strategy requires answering some questions such as:
Once you can clearly articulate what your product or service is all about, it’s time to draw up a plan of execution so you can get all this great information to the customers and prospects. First you must first decide how frequently you think your target market needs to hear about you or see your company’s name in print. You should then draw on your strengths to craft a message that promotes your successes, shares testimonials and consistently speaks directly to your customers’ needs/desires. And you’ll need to review your marketing plan on a regular basis to make sure it’s working. One of the most beneficial things about developing a marketing plan is that it prompts you to think about your business from multiple perspectives. Remember that a marketing plan is not something you write once and tuck away in a file. It is a document-in-progress that will change over time as the demands of your customers change. Review it on a regular basis, make adjustments as needed, commit to them, and give your company the best opportunity to prosper. Peter Gagnon is a Paul Charles Associate. He can be contacted through our office.
|
|
The Process Approach to Prospecting
If you’re one of the many people who say they don’t like to prospect, one way to improve your perspective is to consider prospecting as a process rather than a one-time shot at achieving a call objective. When engaged in prospecting, many sellers set themselves up for failure because they expect either too much or too little – from themselves as well as from their prospects. As Ronna Caras of Caras Marketing & Training wrote in a 2002 article, “Sales people must understand that the telephone [prospecting] approach is a process, not an event. Selling too soon, or outrunning the customer, is a major contributor to poor results. Human beings go through a natural process when deciding to take action, and there’s no point in trying to circumvent it.” To facilitate the process approach to prospecting, begin by developing a more long-term view. Accept the fact that prospecting typically yields a low-percentage of successes based on the total number of calls made, and acknowledge the fact that you will most likely need to make several calls before engaging your prospect in a meaningful conversation. However, it is also self-defeating to set your expectations too low! Strive to identify ways of reaping at least some benefit from each contact or phone call. Making strategic use of voicemail (it’s a twenty-second selling opportunity when used effectively) and developing a professional relationship with “gatekeepers” is a good start. Next, make note of what you’ve said and learned during each call, and use this information when making follow-up calls. Create and use a list of open-ended questions to confirm buying criteria, user preferences, evaluation procedures, and the status-quo. Using this information, create a list of pertinent benefits for each prospect, and be ready to infuse them into subsequent conversations or voice mail messages. Be sure to let each prospect know that based on what you’ve learned, through interaction and research, you have good reason to believe your organization is in a position to be of service. Let them know your goal is to develop a business relationship, and always suggest a next step that is rooted in your ability to provide solutions. Tom Svare, a seasoned and successful California sales representative for Williams Scotsman Company, a leader in the mobile office industry, has a simple way of explaining this holistic approach. “I make a lot of personal prospecting calls,” he says. “It can be tough, but people become more receptive once I explain that I’m really interested in the account, not just an order.”
|
|
Looking for Leads in All the Right Places By Peter Gagnon Generating legitimate sales leads and finding qualified customers is an on-going and necessary process for any business seeking to keep profits maximized. To be successful, and in addition to maintaining organized sales and marketing campaigns, it is often necessary to consider different, less mainstream avenues of targeting new prospects. These strategies may be as simple as picking up a newspaper to research hiring activities and to identify organizations that are looking for people in your sector – in other words, if you sell a product or service that is traditionally used by Human Resource professionals, search for businesses that are adding to their H.R. staff. A well-worded sales letter that acknowledges your new prospect’s current needs and carefully introduces your product or service can be a great way to ‘break the ice’ for further discussions (such as a timely follow-up telephone call…). Trade journals that list newly incorporated businesses and similar statistics are also a great tool for finding customers. While this sort of activity may seem a bit tedious, it can be an effective compliment to your overall sales and marketing efforts. In fact, a moderate amount of hunting will frequently score some positive results! Listings of newly promoted executives and others who have been awarded with new responsibilities are another potential source of targets for your products and/or services. A simple congratulatory note and a brief mention of your offerings can sometimes yield a productive face-to-face meeting. Of course another great source of potential customers is the Internet. With the use of your favorite search tool, you can specifically look for companies that match your customer profile. There are also a number of web-based organizations, such as www.trainingregistry.com and www.myreferral.com that you can join, and that will not only list your company’s product and service offerings, but also make “chat” or on-line networking available to you. In addition, you can also make prudent use of the web by hosting webinars, creating virtual tradeshows or inviting prospective customers to participate in collective benchmarking discussions. The possibilities that are available through technology will continue to evolve. Regardless of the business you’re in, it’s important to occasionally go beyond the traditional to search for sales leads; and don’t be surprised one day when you find yourself staring at a website, newspaper article, or classified ad thinking, “Hey, we could really help these folks…” Instead, take action! These first impressions might well be the catalysts to some long-lasting business relationships. Peter Gagnon is a Paul Charles Associate. He can be contacted through our office.
|
|
The Myth of Super Salesmanship By Alan MacNaughton
You know what I am talking about, "Paul’s a great salesman - he could sell ice cubes to an Eskimo." The myth is, of course, that if I could become "just" a better salesperson, then I could sell my product to anyone. While selling is a skill closer to an art than to a science, there is one inescapable scientific fact - Neither everyone nor every business is a prospect for the particular product you are selling. It is the purpose of selling and marketing professionals to identify the types of businesses or people who are truly prospects for their products; it is also the purpose of sellers to further qualify those real prospects to determine which are most likely to buy within an acceptable timeframe. To use an example that is only slightly ridiculous, If I am an appliance salesperson and my territory is Brazil, I had better concentrate my sales efforts in the major cities where there is electricity (not to mention more prospects) and not try to peddle my wares via canoe, half-way up the Amazon! Perhaps a more useful example is one based on my own experience. I once managed a sales force that sold copier supplies to major U.S. corporations. We used to say that our customers were "generals" - General Motors, General Foods, General Electric, and so on. Our initial prospecting model was simple - get a copy of FORTUNE magazine. Start at #1 and work down to #500 on the FORTUNE 500 list, the theory being that the biggest companies would be the best prospects. However, this turned out not to be the case. Exxon, for example, was a much smaller prospect for our products than even a small to medium-sized insurance company that would not have even made the FORTUNE 500 list. The reason is that a substantial portion of Exxon’s employees are engaged in the exploration, transportation, refining, and distribution of petroleum products - functions that do not involve a lot of paperwork (=copies,=copy supplies). On the other hand, virtually 100% of employees in the insurance business are engaged in activities that generate paperwork. The moral is that correctly identifying and qualifying your prospective customers will greatly increase your selling success. Alan Macnaughton is a Paul Charles Associate. He can be contacted through our office.
|
One of the issues that can intimidate a new (and sometimes not so new) salesperson is what I refer to as the myth of super-salesmanship.
|
Selling Presentations
If you ask most salespeople about how they are "doing," most will respond by telling you about the several pending deals they are working on and what the odds are for each one to "close." And while closing business is a good thing on which to be focused, the fact is that closing is really a natural occurrence - a simple, logical step in a process, as pointed out in the previous article - if set up properly. One proven way of doing just that is to structure and deliver a selling presentation that "sells." A speaker once commented, "There are three components to every conversation [presentation]. First, there's what I have actually said; secondly, there's what I think I've said; and finally, there's what you think I've said. If all goes well, all three are the same." The only reliable way to ensure that all "3" components of conversations or presentations are, in fact, the same, is to ask those who are listening. And the best speakers are able to do this, even when dealing with larger crowds or audiences. They "interact" with listeners in a subtle way, measuring how well, if at all, their main points are getting across; and they make strategic modifications to their message based upon the feedback. MakingTheNumbers.com founder and author Jack Falvey once said, "Asking the best questions is more important than making the best presentations." His point was that in order to properly tailor and deliver a presentation to customers or prospects, sales people must ask the best questions before, during, and after the presentation. While using the "six golden words" is a very effective way of establishing value, it is also necessary to prepare each presentation, to practice the delivery of it, and to plan the steps that will follow. Preparation guide:
Delivery guide:
Follow-up guide:
|
|
How About Not Closing the Sale to Get the Order? By Alan MacNaughton When I was starting out in sales, my initial sales training courses included more than a few sessions on "Closing the Sale." A variety of techniques were taught, such as the assumptive close, the alternative close, the puppy-dog close, and so on. When planning an article for this newsletter, it struck me that closing would be an ideal subject. After all, I have received thousands of orders over the past twenty-odd years and, consequently, I reasoned that a summary of my most effective techniques would result in a great article! Unfortunately, sitting pen in hand, I couldn’t remember any of my "magic closing techniques." You see, after that initial training course, when I actually started calling prospective customers, I had the great good fortune of working with a group of mature, successful sales professionals whose approach to closing sales was different from the techniques I had been exposed to in the training class. Their approach was, "don’t ask for the order; instead, allow the customer to buy from you." Over the years, I discovered what they meant and how to achieve the same results. An article in last quarter’s newsletter referred to "Selling’s Six Golden Words," which were identified as a successful sales person’s best friends when trying to establish a prospect’s or customer’s needs. Once a rep has properly accomplished this, he or she should be able to create a tailored presentation that demonstrates how those needs, wants, and desires are, in fact, met. Tailoring a sales presentation in this fashion should naturally result in a sale - not only in the mind of the prospect or customer, but also in the salesperson’s mind. After such a presentation, the balance of the meeting should simply involve ancillary matters such as delivery dates, payment terms, etc. Alan Macnaughton is a Paul Charles Associate. He can be contacted through our office.
|
|
Selling's Six Golden Words By Alan MacNaughton So you want to know the successful salesperson’s MAGIC words - the ones they use to get all those orders? Then here they are, in the magic incantation:
I have six true and faithful friends, Seriously, successful selling is a process of determining a customer’s needs and presenting your product or service to satisfy those needs. The order is critical - first determine the customer’s problems, wants, and needs before presenting your product or service as a solution. The method of determining these needs is to ask questions using those six golden words and listening to the answers. Weak sales presentations tend to be characterized by the salesperson doing far too much talking, presenting features, advantages, and benefits without having established if the customer is even a prospect for the product or service. As an example, in my own business I frequently receive telephone solicitations from companies who collect bad debts or past-due trade receivables. Most often the solicitor will take some time detailing their company’s track record and techniques. Rarely will I be asked, "How big a problem do you have with bad debts?" This would be a very revealing question since we don’t have a bad debt problem and are not a prospect for such services. Alan Macnaughton is a Paul Charles Associate. He can be contacted through our office.
|
|
Leadership - Management's Virtue
Just as honesty, humility, patience, and kindness are virtues, so too is leadership. Many have defined it, others have eloquently described it, and much has been written about it, but only a few have exemplified it. And while most would agree that "leadership" is a major component of management, true leadership is rare. The following collection of quotes and excerpts paints a picture of leadership as described by the well and not-so-well known. "Every damn thing is your own fault," Ernest Hemingway said. "If you're any good." Hemingway spoke these words after attempting, in vain, to shoot a lion. He was responding to gun-bearers and local tribesmen who were offering excuses as to why his shot had missed its target. As the safari leader, Hemingway's point was that excuses don't really matter - it serves no purpose to blame others. A strong leader offers solutions, not excuses. By assuming responsibility rather than assigning blame, the effective leader sets a strong example and inspires others to behave in kind. This excerpt from a Nightingale - Conant Management Report makes a similar point: "Another simple concept is that people reflect what you show them. If they see you as being indifferent, they will treat you indifferently. If they see you as expecting the worst, they will behave at their worst." Unknown sources often shed light on the path to success, and at times, the answers to difficult questions are found in the least likely places. Consider the following words from sources unknown and how these thoughts might apply to being an effective leader (or manager): "Praise does wonders for the sense of hearing." "If at first you don't succeed, you're about average." "Diplomacy is the art of letting someone else have your way." "The closest anyone comes to perfection is on a job application form." "People have a way of becoming what you encourage them to be, not what you nag them to be." Of course, more respected and familiar sources have had their say about leadership as well. Harvard Professor Rosabeth Ross Kanter: "The art of mastering change […] the ability to mobilize others' efforts in new directions." Wharton School Dean Tom Gerrity: "The ability to inspire and develop others… to bring forth their fullest potential and highest capabilities." Strong leadership involves identifying goals, setting a direction, and having an understanding of, and an interest in, the people who are to be led. The Boston Globe reported last year that the European Ryder Cup team first became effective when coach (at the time) Tony Jacklin was able to convince backers to stop "treating the team like second-class citizens." His point was that if the players were made to feel like second-class citizens, then they would perform as such. Jacklin presented his case well, and was able to provide the team with designer uniforms, first-class hotel rooms, and transportation on the Concorde. The team won! Without the cooperation, faith, and support of the team, the leader is powerless. Consider the following points made on the subject of management: Managers' Magazine: "People perform better for managers who are not interested in production alone, but who express interest in their employee's welfare, keep in touch with them, and are approachable." Roger Addison, VP at Wells Fargo: "A leading cause of poor performance in many organizations is the feeling among employees that they could be without a job tomorrow. [Leading] companies… recognize that true employability through continuous training is as valuable to key employees as job security once was, and it's just as useful in generating employee loyalty and retention." Larry Bossidy, CEO Allied Signal: "I've never seen a company that was able to satisfy its customers which did not also satisfy its employees. Your employee will treat your customers no better than you treat your employee." If a leader is in fact one who is able to persuade, then he or she must also be one who inspires or instills a positive attitude in the hearts of his/her followers. Consider the point made, and the question posed, by author and speaker Jack Falvey in this excerpt from MakingTheNumbers.com: "All great leaders are great sales people. Many in sales management think that they have been called to command. In reality, they have merely been called to a higher level of sales. Having the power of the podium doesn't mean that people are listening to you. Use that power to give people good reason to listen to you and the message of value that you have to deliver will have a great chance of breaking through. "Great leaders sell ideas. 'Friends, Romans, countrymen…' is a great 'Why listen?' line [with which] Shakespeare's Mark Anthony sold an angry mob… Winston Churchill sold [a country] the idea of fighting to the death, which is a tough sell in any territory. But he did it with appeals to history, duty, and honor. He also said that he personally would not head for Canada but rather would stay and take a few of the enemy with him to the hereafter - a partnering agreement! "Either way, the model that we use… is the same as those who have sold millions on following them have used throughout history. They were great communicators with a message that resonated with the people. They had a solution. They had ideas. They sold trust. That is what we do. "All great leaders are great sales people. Name ten. Now, when your [sales] people list their top ten, will you be one of them?" A strong leader sets a standard by example, and recognizes that the true authority to lead comes from those who are inspired to follow. Leadership is bringing out the best that others have to offer. It is letting others know that you respect them and have confidence in them; it is encouraging them to try, and it is helping them to achieve new and higher levels of success and fulfillment; leadership is making it possible for others to see their way in the pursuit of happiness. Leadership is a virtue.
|
|
Voicemail - Friend or Foe?
While inter-office voice-mail is without doubt a time-saving wonder, many sales people have complained that automated answering systems are the ultimate screens. "Buyers almost never answer the phone any more," a frustrated tele-sales rep said. "They just let their voice-mails pick up the calls." Is voice-mail the impenetrable buffer? Or, might it actually be an asset to your sales effort? John Condon, a sales manager with New Hampshire's Conway Office Products explains, "There are times when it doesn’t give the sales person the opportunity to remain in direct contact with his or her customer, but voice-mail also provides a way by which important information can be accurately passed on without misunderstandings." Of the decision-makers that we have spoken with, most say that they try to answer or return all calls. But everyone is busy these days, and priorities must be set. Pete Gagnon, a manager with North Carolina's Global Knowledge in Burlington agrees, "Some sales reps leave long-winded messages that are full of unimportant fluff or that request action on my part. Polite, concise, and pertinent voice-mails are the ones that I answer first." "Customers need to be given an opportunity to return your call as well," John Fraitzl, Sales Director at Ikon Office Solutions in Manchester, NH points out. "And using e-mail instead of voice-mail makes it easier for them to respond." The best sales people make sure that they know their customers’ or prospects’ needs. They make value-added sales calls that are of interest to decision-makers, and they leave voice-mail messages that reflect their professionalism. As the saying goes, "Leave a meaningful message with a smile in your voice," and you will get your share of return calls.
|
|
Statistical Sales Management By Alan MacNaughton Most of us who are charged with managing the sales function do not consider ourselves statisticians or number-crunchers. However, we all have to manage numbers - the annual, quarterly, or monthly budget, sales commissions, and expense accounts. Successful sales managers also use simple number ratios to help train and manage their sales forces. An example of this in a new business- oriented environment such as office equipment might be: X prospecting calls = Y appointments Though each industry will have its own range of ratios, an experienced and successful sales manager will have developed the appropriate set for his or her particular business. These ratios are determined by studying sales activities and comparing results over time. Though interpretive methods vary (fishbone charts, histograms, graphs, etc.), it is the gathering of accurate information that is usually the challenge. Regular use of call sheets or organizational software is the first step. Once contact, appointment, follow-up, presentation, and closing frequencies are determined, then the arithmetic is fairly simple and the data provides extremely useful input for strategizing as well as for staff training, evaluation, and motivation. Alan Macnaughton is a Paul Charles Associate. He can be contacted through our office.
|
|
Satisfied Customers By Alan MacNaughton The primary functions of any business are to get customers and keep them. While getting customers is primarily the job of sales and marketing personnel, KEEPING those customers is the responsibility of EVERYONE in the organization, from those involved in producing the product or delivering the service, quality assurance, customer service, technical support, customer service, credit and collections, right through to the shipping personnel. All these functions can impact (positively or negatively) how the customers perceive your company. The best (perhaps the only) way to keep customers is to insure that every customer is a SATISFIED customer. Regardless of the type of business, insuring customer satisfaction has many benefits:
What steps can your company take to insure customer satisfaction?
Keeping customers happy isn't always easy but neither is replacing them. Alan Macnaughton is a Paul Charles Associate. He can be contacted through our office.
|
|
Make Sales & Marketing Plans All they Can Be! By Peter Gagnon To be effective in today’s market, your marketing and sales efforts must be integrated. Similar to what one branch of the military asks of new recruits, business executives might ask themselves if their sales strategies and marketing materials are “all that they can be”. So, are your marketing materials living up to their full potential in the daily battle for new business? Are they firing up interest within potential customers? Is your sales staff marching to the same tune as the one your marketing message is marching to? Well-constructed marketing materials can generate interest and demand; and while they do not actually “sell” your products or services, marketing materials are a key element on the front line, where consumers are being steadily bombarded by a constant barrage of offerings. Your marketing materials should be constantly working to promote the benefits that your business has to offer. They should be generating an interest by seeding a message that is consistent with what your sales staff will deploy during subsequent, more detailed presentations. Some of the key elements to making sure that your marketing materials are setting the tone for future sales victories include:
Many marketing pieces fail to pique the customer’s interest to the point of wanting to find out more, which leaves a huge void in sales potential. It is critical that your marketing materials present a crisp, clear, professional representation of your business. Once your marketing collateral has generated enough interest for a customer to call or visit your business or to accept your sales department’s call, the next step is for your sales force to follow through seamlessly on the initial message. Your sales staff must elaborate on the full range of benefits that your product or service has to offer in a way that is consistent with the marketing message; and they must then identify how your offer will satisfy each customer’s unique needs and interests. For a winning strategy that is all that it can be, strive for marketing materials that work overtime by constantly promoting your business and creating brand awareness; and remember that an integrated marketing and sales approach will strengthen your brand and maximize results. Peter Gagnon is a Paul Charles Associate. He can be contacted through our office.
|
|
Long War - Go for the No By Laurence Sanford Life is a Long War – Make sure you survive. Business is a Long War – Make sure you survive Professor Hickey, who taught my sophomore Business Law class at Boston College, constantly used the expression "life is a long war and the main priority is to survive." The same is true in selling, and a good lesson for every salesperson to learn is to “Go for the No”. Time waits for no one. Time is our most valuable asset, and we have a limited window of time to succeed. And working harder or faster is not necessarily the answer for success. Most successful people work hard – but not all people who work hard are successful! What we need to do is to utilize our time effectively and efficiently - this means “Going for the No”. “Going for the No” simply means do not waste time on prospects with whom opportunities are limited or non-existent. And the most effective method of determining the opportunity is to ask open ended questions to find the needs or problems the prospect is encountering. If the prospect has no needs or problems, then there is very little opportunity for sales success. Move on. Most business sales evolve from the concept of cost savings or the need to solve problems. This includes lower price and/or increased efficiencies or effectiveness. The prospect might think he or she has no problems but, by using good open ended questions, a salesperson can uncover problems or needs the prospect might not have considered. To uncover needs and learn about your customer’s problems it’s best to stay away from questions that are answered with a simple “yes” or “no”. Once you engage your customer in this type of “conversation,” it is important to listen carefully to uncover all of their needs or related problems. This will require additional probing, but the more needs or problems you uncover, the more the opportunity for you to provide relief by selling your product and/or service. In many industries, pricing of commodity items is the supposed reason why customers buy from a particular vendor. But what if the sale is based on a procurement process and resultant cost savings nullify the price issue? Now the sale is based on a service or technology and no longer on price. Profit margins are higher. By “going for the no” the salesperson is continually seeking opportunity. If a salesperson is unable to uncover needs and opportunities, then he or she can move on to other accounts where opportunities exist. Time moves on and so the salesperson must either make the sale or move on when the “no” occurs. Laurence Sanford is a Paul Charles Associate. He can be contacted through our office.
|
|
Objections or Opportunities?
As expressed in the previous article, “Going for the No” is a common phrase in the selling world. In the process of probing for a customer’s needs, problems and opportunities, there are times when none can be found – the “no” is found, and it’s time to move on. But there are also times when a not-so-final “no” is uncovered, which presents itself in the form of an objection. “We’d like to consider your product or service, but not this time.” “I’d like to order your widgets, but we have a special arrangement with our current supplier… call me back in a few months, and maybe we’ll try...” Since many sales people consider objections to be deal-breakers, they do their best to avoid them. So, when presented with objections or “no” statements like the ones above, they move on. The problem with this approach is that it can promote the practice of “moving on” prematurely. A more successful approach is to seek out objections with the same enthusiasm as you might seek out needs or problems to solve. In this style of selling, the sales person actually views objections as opportunities! Further probing by the seller who actively seeks out objections might uncover more, such as, “We’d like to consider your product or service, but your price is too high.” Or possibly, “I’d like to order your widgets, but we need overnight delivery; we ordered some from your company in the past, but you couldn’t meet our delivery needs consistently.” Once a potential buyer’s reason for saying “no” (objection) is uncovered, the sales person has an opportunity to “handle” the objection in a way that brings about a sale. “OK, I understand that our price is higher. Others have said that too, but when they learn that our widgets last three times longer than competitive brands they tend to change their minds. Plus, our new widget style operates more reliably than other types; maybe you’d like to place a sample order…” “We can do better than meet over-night delivery needs now! In fact, our new inventory management system will allow us to anticipate and ship your orders in advance, saving you the extra costs and last-minute worries associated with over-night. What do you think?” Until a sales person has uncovered a prospect’s true objection(s), they run the risk of leaving opportunities on the table. Another well-known phrase in the selling world is, “Selling doesn’t start until someone says no.” All the more reason to “go for it!”
|
|
Opening Remarks
Introducing ourselves at the start of a business meeting, sales call, or presentation might seem like an automatic task, similar to putting the key into the car’s ignition or tying a pair of shoes. But there is more to introductions than just identifying names and affiliations, and many experts agree that the first impressions made during these brief encounters can have long-lasting affects on how people react to what we say. In their book, “How to Communicate,” for example, Matthew McKay, Ph.D., Patrick Fanning, and Martha Davis, Ph.D. note, “The introduction is one of the most important parts of a speech. It gets your audience’s attention, establishes your relationship with them, sets the tone you want to take with them, and orients them to the subject matter.” And while every business meeting or sales call may not involve a speech, the same principles apply to all forms of greetings and introductions. Each introduction we make is an opportunity for us to further our relationship with our audience – whether it’s an audience of one or one-hundred. A strong introduction will also increase the effectiveness of our communication by maximizing the audience’s interest level. If we start off on the “right foot,” it is much more likely that they will listen!
If you’re wondering how you might improve the effectiveness of your introductions, you might start by paying closer attention to each of the following parts of your typical intro:
Most of us focus on what we want to say, but few people take sufficient time to determine the “why,” which is the key to strategic communication. What we say during an introduction, and why, should be a function of our purpose and will, therefore, vary depending upon what we’re doing.
On a sales call, the goal (the “why”) of our opening remarks should be to:
Notice that the intro does NOT include much about us personally – but if all goes well, we’ll build rapport with our customer, exhibit professionalism as well as respect for his or her time by stating the purpose of our call, and also begin to establish the value of our products or services by making appropriate benefit statements. Naturally, some preparation is required, as we must know something about the customer’s needs and how our product or service will address those needs. During presentations or business meetings, opening remarks should focus on connecting with the audience and should include clear statements of purpose and decorum – i.e., “I’m so glad we were able to schedule this time together – it’s nice to see you all, and it’s always productive to share ideas. As you know, we’re here to introduce a new IT system. Please feel free to ask questions at any time…” or “Let’s hold questions until the first break, which will be at…” In all instances, tone and body language are very important, as both the way we sound and the way we look send powerful implied messages and have a strong bearing on how our introduction will be received. In fact, research conducted by Dr. Albert Mehrabian, a noted expert in personality and psychological testing, indicates that nearly ninety-percent of a message’s impact comes from vocals (tone, volume, rhythm, pitch) and body movement. In addition, when we make introductions our posture, facial expressions, directness (eye contact), tone of voice and level of enthusiasm should all match the purpose of the sales call or meeting, and should also be consistent with the relationship that exists between the parties involved. Are we a seller making a presentation to prospects, or are we an expert in our field making a presentation to a group of students? And finally, and to the surprise of many, these very same rules apply to sales calls or presentations made over the telephone. Though successful telephone introductions might hinge a bit more on vocals, body language is still important as it affects our voice-tone and volume. In fact, many tele-sales professionals will stand during their introductions because it helps them to speak from the diaphragm and come across more powerfully. If you’re thinking that the idea of putting this much thought and effort into a simple introduction seems overwhelming, or if you’re wondering where you might learn more about the nuances of communication, such as strategic introductions, body language and implied messaging, you’re not alone. Unfortunately, learning to communicate is often accomplished through conscientious trial and error. As stated by Doctors McKay and Davis in their above-referenced book, “Effective communication makes life work. But where can you learn it? Parents are often dismal role models and schools are too busy teaching French and trigonometry.” But those who have taken the time to pay closer attention to these details have found it to be time well spent. Increased awareness is the first step, and you might be surprised at the bottom-line results a few small changes in the way you introduce yourself might bring about in the effectiveness of your overall communication.
|
|
Are You Out There? By Peter Gagnon Your company newsletter arrives at a prospective client’s desk with the usual assortment of bills, letters, advertisements and magazines. You do a mailing once per quarter. The newsletter looks clean, simple and readable. It’s not threatening and it’s not shouting out about an irresistible offer the reader can’t live without. Chances are that it will be read. Your sales letters to new clients are crisp, to the point and addressed to someone in your target market. You send out ten to twenty per month. Some end up in the trash, some get read and a few may even hit their mark, but you consistently follow-up with a phone call with hopes of soliciting new business. Your website is well designed. You keep it updated. It flows nicely and it’s easy to navigate through. Individuals who go to it or chance upon it may click through a few levels; they may even check out your services and offerings or perhaps your bio. You send out press releases on a recurring basis. The articles are short, clear, informative, and appropriately formatted. Consequently, they get published on a regular basis. It sounds like you are covering the basics on the marketing front. Your phone may not be ringing off the hook, but you are at least keeping your name out in front of prospective customers on a consistent basis. Some small to mid-sized companies fail to see the value in, or take the time to make, this type of basic and low-cost marketing effort. And they are missing opportunities. Simply put, no one in business today can really afford not to engage in the practice of marketing. It takes time and effort, and some commitment, but one new customer can pay for the entire program. Naturally, both consistency and timing are important. If just one of your marketing pieces happens to reach a prospect at a time when he or she is in need of your product or services, you have a shot at gaining some new business. And while you may not know exactly when the timing is right, if you are not out there, you have no shot at all! Recently, the owner of a mid-sized business who maintains a basic and consistent marketing effort remarked that “people tell me they hear about us all the time.” This doesn’t mean that clients will flock to those businesses that they regularly hear about. But it does mean that companies that make their presence known have a much better chance of getting someone’s business when that customer is ready to buy. John Wannamaker may have said it best when he commented, “50% of my advertising is a waste of money. The problem is I don’t know which 50%!” Peter Gagnon is a Paul Charles Associate. He can be contacted through our office.
|