Closing the Sale – Part 1 Closing the sale has always been a mysterious topic to those new to selling, and is, therefore, a frequently discussed topic in sales-related training environments. A variety of techniques are normally taught, and these concepts are necessary and useful to all of us, regardless of tenure, as they help to keep us focused on our ultimate goal of getting the business. In practice, however, most seasoned sales professionals will confess that the most effective closing techniques aren’t of any specific type, and that they know of no magic words with which they can close business at will. Their approach, instead, is to allow the customer to buy in a more natural way that is part of the entire selling process. Here are a few ideas (secrets?) on how to “naturally” close the sale: Always do what is best for the customer. This might sound naive or simplistic, but the fact is that when we are offering a solution that truly satisfies a customer’s need, we present ourselves with pride and confidence. It becomes, therefore, easy to ask for the order! Of course we must first determine those needs, and we must do so accurately, so please read on... Develop strong probing and questioning skills. Often referred to as “selling’s six golden words,” What, Where, When, Why, How, and Who are the keys to finding out all we will need to know about our customers’ or prospects’ true needs. The better we are at extracting this information, the more we will understand their real needs, wants and desires, and the better equipped we will become to take the sale to a natural, successful conclusion. It’s best to use (prepare!) pertinent, open-ended questions that are tailored to the situation at hand and that focus on what each customer or prospect is hoping to accomplish through the use of our products or services. This is a key concept, and it differs significantly from asking about what “they think they might need...” Listening carefully and without interrupting as customers/prospects answer our questions is the next step. It’s very easy to miss crucial information if we become too focused on what WE are going to say or ask next. The most successful sales people are both avid listeners and note-takers because they know the information being presented constitutes a major portion of the “secret” to closing the sale. Note: “good” questions almost always beget “good” answers – please refer to item #2! Make tailored presentations based on the information learned in steps 2 and 3! Once we have uncovered the true needs, wants, and desires, we should be able to create a tailored presentation that demonstrates how those specific needs, wants, and desires are, in fact, met by our products and services (the benefits!). 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 our own mind. Timing is everything – be ready to begin this natural closing process as soon as needs have been identified and agreed-upon. Incorporating trial-closing phrases into our presentation is how this is done. Does that sound good to you? Of course, there’s no such thing as a foolproof plan, so more ideas on closing the sale will follow in our next issue, which will include “Secrets of Closing the Sale - Part II."

Closing the Sale – Part 2 Closing has always been a mysterious topic for those new to selling. And, regardless of tenure or experience, ideas promoting a strong focus on the goal of making the sale are worth reviewing – after all, every process can be improved! In our last issue, we presented the concept of allowing prospects and customers to buy in a natural way, and discussed the importance of asking the right questions, careful listening, delivering tailored selling presentations, and good timing. Here are a few more ideas on how to “naturally” close the sale: Assume the close. A short discussion with an experienced, successful colleague will likely reveal the fact that the most successful sales reps honestly expect customers and prospects to buy. If we are diligent in our questioning and listening techniques and, consequently, offer customers and prospects true solutions to their needs (needs that are both expressed and “identified”), then it is fair and reasonable that we should expect them to buy. If we approach people with this attitude we’re likely to be perceived as confident, knowledgeable, and deserving. Many buyers will opt for the sales person whose tone, demeanor, and attitude all say, “I’m sure that when you weigh all the facts, you’ll agree we’re offering the best solution – most everyone else thinks so too!” Look for the “No!” A common phrase in the selling world, looking for the “No!”, simply means that we should ask all pertinent questions, listen to the customers’ or prospects’ responses, and continue doing so until we’ve exhausted all potential objections. Some successful sales pros have even been known to ask questions such as, “What might cause you to choose a solution other than ours?” If we get an honest answer to that question, we can then address the given reason (objection) and then close the sale. If at this point we are not successful, we can ask clarifying questions, establish more value, and try again. Be direct – ask! A thirty-year old sales training film that is still used today features a distraught young woman who, when speaking of the boyfriend she has just broken-up with says, “He talked of a life in which I’d be his wife, but… he never came right out and asked me! And now it’s too late, no longer could I wait, I wish he had simply just asked me!” Buyers sometimes become wary of sales people who beat-around-the-bush when asking for orders. Some buyers even become suspicious, as a sales person’s indirect attempt at closing can be misconstrued as a lack of confidence in the product or service being offered. Knowing when to be quiet is also important. Once we have directly asked for an order, it is essential that we quietly await an official response. After asking for an order, the rule of thumb has always been, “The first one to speak owns it!” In theory, once we deliver a solid selling presentation in which appropriate features, advantages, and benefits have all been highlighted, there really isn’t anything left to say! We’re better off asking for the order and, for the moment, leaving the decision in the hands of the customer or prospect. Only after a “no” response is given should we once again resume the selling process. As noted in “Part I” of this article, there’s no such thing as a foolproof plan, so keep on trying – practice does make a difference, and through practice we all improve!

The Benefit of Hope Can you find a way to sell the benefit of hope? The practice might very well provide you with a significant advantage, especially in today's tough economy. You may be familiar with the axiom, "Features tell, but benefits sell." If so, then you know it simply means that, when involved in selling, we should avoid the trap of talking about or promoting "features" in favor of identifying and promoting the benefits that are relevant to our audience. So, you may be wondering, how does the benefit of "hope" fit into the picture? Like many things in life, this concept is simple but not easy. The key is to learn enough about our audience − their challenges and goals − so that we can identify what might provide them with hope. This is not easy work. It requires effective probing and (of all things!) listening skills, and it requires the use of both  common sense and imagination. But we must determine how our product or service can help them improve their overall position going forward. We must figure out how to help them become hopeful going forward into what, by all expectations, will be a difficult economic year. And then we must share the hope and good news in terms of benefits. For example, if you sell consulting services, how will your customers benefit from those services? Are they hoping to reduce head count, hiring or training costs? Are they looking for ways to save time? Can your consulting services help? If so, how can this best be quantified and presented? If you sell technology or office equipment, how might your customers benefit? Are they working to enhance productivity or lower operating costs? If so, how can your solutions help them achieve these goals or objectives in 2009?   In other words, instead of worrying about reduced budgets, lower spending limits or total cutbacks, the mission is to work harder at identifying and presenting the most relevant solutions − solutions that will give your customers hope in their ability to achieve their objectives or deal with their challenges. Closer to Home Selling takes place at many levels. While many of us sell products and services to our customers, business owners or managers must also "sell" concepts, policies and procedures to staff members every day. Regardless of the venue, the most successful sellers are those who are able to identify and promote the "right" benefits. So when interacting with employees − often referred to as "internal" customers − our mission this year is to promote the benefit of hope. Hope for a secure future; hope and belief in their ability to achieve success despite the gloom-and-doom presented each day in the news. If the economy is, at least to some degree, a function of consumer confidence and attitude, then let's become the catalysts for a more hopeful perspective.

Keep Marketing Marching On By Peter Gagnon At the moment, Federal Reserve Chairman Alan Greenspan is telling us that the economy is sending mixed messages. We keep hearing about ideas to ‘stimulate,’ ‘jump-start’ or drive the economy on to better times. Will we ever get it to turn that proverbial corner? Regardless of when better times hit, it is important to keep marketing efforts on the move so that your customers are consistently aware of your presence. While your marketing efforts might need to become more focused or a bit more tactical, it is essential to keep delivering your message in a professional and meaningful way during tough economic times. It is also important to concentrate on market share when everyone seems to be focused on market conditions. If others are curbing marketing activities and becoming less visible, there’s an opportunity for those who continue to entice new customers. At times when consumers want to feel the most comfortable with whom they do business, are they likely to choose the providers who are not advertising? Don’t think of these as leaner times, but think of them as times when consumers are looking closer before buying; times when buyers are not as willing to make spur of the moment purchases. And if they do, in fact, want to take a closer look at those from whom they may buy, sellers who are not currently advertising are at a disadvantage. As noted in a recent Boston Globe article, “...the US economy should finally emerge from its prolonged 'soft patch' and begin growing at a faster clip, a panel of prominent economic forecasters predicts, but not until the second half of this year.” It may not be that long until the economy finally picks up the pace to healthier times. In the meantime, there is an opportunity for those who keep their marketing efforts on the march to let consumers know they have quality products and services that are worth a look in both good times and in bad. Peter Gagnon is a Paul Charles Associate. He can be reached through our office.

Marketing Magic Many business owners and managers wonder about the role their marketing effort should, or could, play, especially during slower economic times. Since qualified buyers are not a given, we must consistently seek out, attract, acquire, and retain customers if we are to keep our businesses thriving - even when the economy isn’t cooperating. If you’re wondering how this might best be accomplished, the simple answer is marketing. Marketing is the process for planning, as well as executing, the pricing, promotion, and distribution (selling) of goods and services – it is the process for generating demand. And it is a business function that has, over the past fifty years, become an area of increased focus for companies of all sizes. To establish a simple starting point on how to best focus your marketing effort, you might consider the following steps from the American Marketing Association: Identify and research your market. You must understand how customers and prospects relate to your products and services – you must know what they want, when they want it, how it fits into their lives, what satisfies them, and what frustrates them. Develop a marketing strategy – the best ways of approaching the right segments of your market, given your current business position and goals. Build a marketing plan – set straightforward objectives that are consistent with your overall strategy, using tools such as direct mail, advertising, promotion, etc. Implement – stick to your plan and coordinate your group’s selling strategies and activities. Monitor the success of the plan – we all learn from past success or failure. Though this five-step process may appear straightforward, many companies demonstrate confusion when attempting to carry it out. Success will be yours, however, if you can offer products and services that match consumers' needs, wants, and desires, and if you find an effective way (marketing plan) to get the message out.

Long War - Sell Value 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 sales or a business life - make sure you survive. And the key to selling and surviving is effective pricing and the perception of value. If the overall pricing is not high enough to cover costs, business can not survive. But the perception of value for your product or service determines the pricing. If viewed as a commodity, then pricing is very constricted. A paper clip is a commodity item in the office; in prison the same paper clip could be worth a fortune if it assists in picking a lock to escape. In the office product business, paper clips and another dozen or so items are often sold below cost in order to promote the perception that, since your company offers the lowest price on these items, your company is the low-cost supplier on the other 26,000 items in the catalog. Supermarkets also use the loss leader concept of selling by advertising special items at low prices to lure customers into the store. In this model, perception is more important than cost. Obviously you can not survive if you sell loss leaders and not enough profitable products. The trick is to provide the perception of low prices and the reality of charging higher prices on other products. But you need customers and you need to continually add new customers. Pricing and the perception of value is what keeps old customers and recruits new customers. If your product is not perceived as a commodity, then pricing is much more flexible. But even the most common commodity, if perceived as being of value, can be sold at a high price. The “Pet Rock” is a classic example. Our job is to get past the price of paper clips and create the perception of value. We all would love to find customers who have little or no spending restraints. A Tyco $5000 umbrella stand comes to mind, as does a government project such as the $2 billion Big Dig escalating to $16 billion – but that is a future issue. The sales organization’s job is to keep and find customers by projecting the perception of value to maximize pricing to maximize profits so your company will survive. And while they are at it, they should try to find customers where there are little or no spending restraints too! Laurence Sanford is a Paul Charles Associate. He can be reached through our office.

Rate the Value of Your Presentations What should your company’s typical sales presentation include? Obviously product and service information along with pricing and delivery details must be a part of every presentation. So too must visual aids - brochures, charts, pamphlets, overheads, videos, specifications, etc. - any material necessary to inform and educate your prospects. And every presentation must be interesting if it is to be effective. You have more than likely read and studied various texts and sales manuals describing the how-tos, dos & don’ts, and structural concepts that relate to good selling presentations. And good form is certainly important. But what about the company message? Does your sales team convey the big picture? Are your prospects and customers hearing what your company is really all about? Does your sales team truly know what your company is all about? In many cases it is difficult to impart the necessary quantity of information to prospects. Some are too busy, others disinterested, and there are those who just "don’t want to hear it" because they are inclined to buy elsewhere or because they are under the impression that they are already well enough informed. So as we vie for their time and attention, most often taking what we can get, what portion or portions of our full presentation do we present and what portions do we leave out? Unfortunately, product descriptions are usually left in and the big picture message often gets left out. And the "big picture" company message is the most important part of a winning sales presentation! Making prospects aware of company business philosophies, satisfaction guarantees, problem solving and support capabilities, and customer care programs is what will best distinguish you from your competitors. If a prospect is impressed with this portion of a sales presentation, the odds are that he or she will make time to hear the rest of the details.

Business Meetings that Work In their book "How to Communicate," Patrick Flanning, Matthew McKay, Ph.D., and Martha Davis, Ph.D. discuss group meetings and the dynamics of communication. They define a business meeting as being a task-oriented group activity where group problems take precedence over individual needs. A review of www.bestmind.com will reveal that "the best meetings are the ones where attention is paid to content, design, and process." We are also reminded that meetings are not destinations, but rather vehicles for reaching strategic objectives. So what are the best ways to make sure that our business meetings are properly structured and effective? The four key elements involved are:    - Design    - Plan    - Process    - Follow-through Design is a function of purpose, and involves participant selection, location, and scheduling. Before designing a meeting, it is important to define its purpose and goals. Only those who are crucial to goal achievement should be invited, as every meeting has an impact on the normal day-to-day responsibilities of the attendees. In addition to participant selection, designers sometimes select others to act as meeting or group leaders. While site decisions are normally straight-forward, scheduling often is not. If, for example, the purpose of a meeting is to solve a critical problem, then the meeting is likely to take priority over other scheduled events. This type of meeting is generally attended by senior/upper managers, and lasts for "as long as it takes." Training meetings, on the other hand, can be scheduled around busy times of day or year. Location, participant selection, the frequency of sessions, and the time allotted to each session can all be determined based upon the nature of the training, the group size, average tenure, or job performance. Once design decisions are made, planning is the next step. Though vital, the need for planning is often overlooked, and poor planning is the most common cause of unproductive meetings. Ideally, planning is done by both the meeting leader and the participants. The planning process, however, begins with the leader, who must conduct appropriate research so as to be capable of effectively organizing an agenda and leading the group. Once created, the agenda should be distributed to participants - preferably three days prior to the meeting - and the leader should encourage the group to not only become familiar with the agenda but also to prepare themselves for a meaningful discussion of the issues therein. As part of the planning process, meeting leaders should also compile handout/visual-aid materials, practice delivery, anticipate group reaction, and plan for group interaction. When necessary, the most effective meeting leaders also familiarize themselves with the room and with any props that will be used during the meeting, such as a microphone, projector, or computer system. It is also the leader’s responsibility to verify the availability of such props. Process involves starting and ending the meeting on time, establishing a decorum, presenting content, coming to a consensus, and setting a follow-up course of action. The best meetings are brought to order with a restatement of purpose and an explanation of the "rules," such as structure, the scheduling of breaks, who will have the floor, how questions will be addressed, and how long the meeting will last. It is then the leader’s responsibility to keep the discussion on-subject and focused on pre-defined group goals. Involving individual participants in the discussion might generate better ideas and can help to keep everyone interested, but can also compromise order. It is important for the leader to maintain control, to draw conclusions from the dialogue, and to identify the next step(s) in the process. Just as lack of preparation often results in poor meetings, poor follow-through is the most common cause of failure to accomplish anything after-the-fact. It is the leader’s responsibility to identify and/or assign follow-through steps and to monitor follow-through activities. If required, a follow-up meeting should be scheduled prior to adjournment. To be sure that all participants are on the same page, the astute leader will allow time for questions, and will end a meeting by summarizing both the discussion and the conclusions that were drawn, along with all agreed-upon next steps.

Selling in a Slower Economy Economic shifts and the associated changes in buying attitudes demand reactionary modifications of selling activities. In slower economic times, people become more cautious. Not only are "buyers" harder to find, but they also take longer to buy and tend to buy form the safest sources - a-la "No one ever got fired for buying an IBM!" To keep your slice of the suddenly "smaller pie," be ready to adapt your team’s sales habits: Back to basics! When things get tough in sales, the "tough" get back to basics - back to making more calls; back to following-through and following-up on everything; back to the daily checklist and meticulous record-keeping; back to consistent prospecting and to using sales automation tools; back to visiting more customers, and back to providing a little "extra service." Before long, you'll be back on track! Looking for sales orders in more places will likely yield more of them. A regular dialog with co-workers such as installers, technicians, and the administrative staff is a start, as in many cases they can provide "inside" information about your customers. Networking with industry-related contacts to exchange strategies is another good idea. Useful data can also be found in local or regional newspapers and trade journals. Browsing one at lunch each day might well provide a couple of leads worthy of pursuit each afternoon. Regularly seeking out networking opportunities at association meetings, chamber of commerce events, or trade shows is another key activity that often gets underused. It's not always comfortable approaching people at these gatherings, but consider that many of them are there for the same purpose! In addition, making a habit out of asking customers and prospects for referrals is a good practice that makes even more sense during times when orders aren't as plentiful. Keeping the ball in your court makes it easier for you to set the pace of business. Being prepared with a few polite but effective phrases is often the key to keeping control and to arranging a timely next step. "I'm traveling (or) in meetings, so I'll call you back. When's a good time to try?" "Is it all right if I stop by with the pricing? I could leave it at the front desk, or maybe you'd like me to identify a few key points while I'm there." "I know you're busy, so let me take the initiative… can we get together again on the fifteenth?" Working on the right things might seem obvious, but brainstorming with managers/peers increases efficiency by shedding light on the right people to call, the best approaches to take, and the most appropriate benefits to stress. Regular meetings keep everyone focused on the right things. Diligent Follow-up. National Sales Executive Association stats regarding the importance of following up: 2% of sales are made on the 1st contact 3% of sales are made on the 2nd contact 5% of sales are made on the 3rd contact 10% of sales are made on the 4th contact 80% of sales are made after the 5th contact The sales process works best when a number of different things go right. The more things we try, the better our chances of success - especially if the market isn't cooperating.

What Are You (Really) Selling? It is every sales person’s job to distinguish his or her products and services from those offered by the competition. And in a business world crowded with competitive offerings, an attempt to accomplish this by selling features and price most often fails. BMW makes cars, but they talk about (sell) performance and prestige! Volvo sells safety. What are you selling? Facing the challenges of buyers who focus on price or who "commoditize" our products and services is difficult. Success can only be achieved by selling benefits and solutions. The best sales people have developed skillful questioning and listening techniques to uncover a buyer’s true needs, as it is only then that they can effectively sell what every buyer truly wants (solutions). Conducting regular FAB (Feature, Advantage, Benefit) brainstorming sessions is a great way to get started. These are typically more challenging than one might expect! The simple formula is to say, "Because of this FEATURE, you get the following ADVANTAGE, which means BENEFIT." You might also imagine speaking to a customer who simply replies, "So what?" after each feature you present. Keep working until there is no way the customer can say, "So what?" Another option might be to conduct focus group meetings that match various service offerings with appropriate benefits or customer testimonials. While the methods can vary, the exercise will be worthwhile. Does anyone remember what Noxzema was selling?

Sales Management - Does it Ever Change? By Alan MacNaughton I was talking to another old sales pro the other day and he mentioned that the fundamentals of selling haven’t changed since the Phoenicians were leasing ships to the Egyptians, back before Moses was a boy. We then got onto the subject of sales force make-up from a talent-to- productivity standpoint, and how it always seems that: 1/3 are superstars - truly consistent, excellent producers 1/3 are average - acceptable producers 1/3 need to find another career (and quickly!) How do you manage a sales force, given the above, particularly in times (like right now) of a limited pool of potential sales candidates? The "old pro" and I agreed that there was nothing inherently wrong with the mix as described, but there are a few challenges. We discussed three, along with the following solutions: Q. How do you maintain motivation of your superstars even though this group tends to be self motivated, already knows that they are "good," and are probably well compensated? A. One solution is to get this group competing against one another via some kind of sales contest, and do it regularly. Also be creative in your choice of prizes, leaning toward something that includes husbands, wives, or significant others. We all like to look good to our peers and partners. Q. How do you improve the middle group’s performance? A. In addition to sales training and in-field sales management support, encourage cross-fertilization between this group and the superstars at off- campus meetings or evening get- togethers. You want the superstars to share their skills, techniques, and attitudes. It is also important that contests are not structured so that the superstars always win. Contests must motivate the entire sales force. Q. What about the remaining third? A. Accept the fact that you will always have sales force turnover, and try to have the turnover come from the group that isn’t producing. I know of no sales manager who only hired winners. And we all know of people who became very successful in sales despite coming from (supposedly) unpromising backgrounds. As a manager you have to weed out non-producers, do it professionally and with empathy, and then get on with hiring the current bartender, bank teller, or inside person who wants to be in sales and who may be your next superstar. Alan MacNaughton is a Paul Charles Associate. He can be reached through our office.

SFA Systems & Their Missing Link Most sales people report that their sales force automation (SFA) record system is a valuable asset, but deeper digging into how most systems are being used usually reveals a missing link. First, let’s state that we consider SFA systems, off-the-shelf or customized, to be key components of successful sales efforts. The list of plusses is a long one, and includes benefits for both sellers (easily retrievable data on sales activities, customer’s past buying habits, price quotes, etc.) and managers (if a sales rep leaves the company, a useful, legible customer- interaction history remains!). But while most sales people make efficient use of the customer-related data, few put to good use the daily activity summaries that most SFA systems offer. This data pertains to the sales rep’s work habits. The missing link, simply stated, is a daily call sheet - the means by which sales people keep track of what they are actually doing each day and, more importantly, what they are accomplishing! Not only is it important to know the number of calls made each day, but also the type of calls - prospecting calls, follow-up calls, presentations, closing appointments, deliveries, customer service calls, etc. - and the results of those calls. It is only when a daily log or call sheet is kept and analyzed that we can make honest determinations about what’s working and what isn’t, about what should be done in heavier doses and what should be done less frequently, and about which activities are bringing in the orders! Selling is a complicated business, and basing decisions simply on sales revenue, or the lack thereof, often results in many lost opportunities. But by paying attention to the details associated with daily activities and daily progress, it becomes possible to make necessary adjustments or to take notes that can be shared with other, less successful team members. After all, it’s difficult to know how well a total sales effort is really going, or how much better it could actually be, if nobody’s keeping score!

Selling Attitude! "Nothing can stop the man with the right mental attitude from achieving his goal. Nothing on earth can help the man with the wrong mental attitude." W.W. Ziege Selling is a people business. People buy from people, and most often, from people that they like. But what makes one sales rep more likeable than the next? Surely all, or at least most sellers try to be likeable! Attitude makes the difference. A positive attitude is not only easily recognizable, but it’s catchy. Sellers who possess truly positive attitudes "assume the close." They honestly expect the best from prospects, and they offer their personal best as well. They tend to react to things positively and, more importantly, tend to bring about positive return reactions. Christine Harvey asks a pertinent question in her "Successful Selling" book. "What are the chances that your customer will be positive if you aren’t? The answer is zero." But it’s not easy to be truly positive! Especially when so much of selling tends to be negative. In his book Selling 101, Michael McGaulley writes, "Despite all the people one meets, selling is a lonely profession. They [sales people] may feel isolated, and not understand that selling is a matter of working through the nos to find the few yes responses that make it all worthwhile." Successful sales people know and understand this concept - and react positively to the negative responses that they know are all part of the cycle. Many sales professionals will readily admit that they "look for the nos," because it is only then that they can actually sell something. You may have read "Lifetime Plan for Success" by Dale Carnegie, who relates the story of poor Thelma Thompson, who in desperation complained to her parents about the miserable living conditions forced upon her during the war. Her father’s reply changed her life; his letter consisted of two lines: Two men looked out from prison bars, One saw the mud, the other saw the stars. A positive attitude is a pre-requisite to long-termed sales success. We must first believe in our products and services, as well as in our companies and ourselves before we can expect customers and prospects to do so. Every sales person and every sales manager should recognize the importance of developing and maintaining such an attitude within themselves and within their organizations. A final testimonial to this discipline is a poem, author unknown, entitled The Winner. The final verse: Life’s battles don’t always go to the stronger or faster man; but sooner or later the man who wins is the fellow who thinks he can.

Tradeshow Selling Participating in a tradeshow is a common component of most business development efforts. The experience can be fun - the crowd, excitement, change in scene, and new product info are all stimulating, and there is the lure of developing new sales leads. You might even sell something! But lots of sales managers will tell you that "shows" can be expensive, and in many cases yield nothing. One frustrated VP of Sales even expressed disappointment with his group’s after-the-show effort. "We had a pile of business cards that nobody really knew anything about; as a result, any attempted follow-up was ineffective." Are tradeshows worth the effort? Can the costs be justified? Is there a way to make productive use of floor time? At a recent Greater Manchester Chamber of Commerce workshop, Rick Bonyman, Sales Manager at Woodmaster, Inc. of Hooksett, NH, masterfully answered yes to these questions and more. Planning, goal-setting and follow-up are all important, but the secret to tradeshow success is to properly deal with the known prospects, friends, competitors, and "suspects" that you encounter. "Suspects are the key," Bonyman explained. "You can call everyone else on Monday because you already know who they are." Everyday sales presentations are best left at the office on tradeshow days, as it becomes important to: Quickly meet many suspects Identify the true prospects Note contact information Strategically & quickly disengage Follow-up on Monday

Business Development - A 5 Step Plan Do you have an annualized business development plan? If not, please read on... because having such a plan can make the difference between success and failure, or possibly between a good year and a great one! First let's define the terms. An annualized plan is simply a schedule of which activities will be done and at what time. Plotting this information by month allows you to take advantage of any seasonal opportunities, and also to determine overall time and cost commitments. Business development is a multi-faceted practice that keeps your business moving ahead. It consists of various components, including: Promoting your organization to develop a presence in your marketplace Identifying new business opportunities with known and unknown prospects Generating new business from prospects Generating new or incremental business from clients Business retention A close review of this list reveals three very important facts. First is the fact that our customers and clients are also prospects for new or incremental business. Second, there is a big difference between "identifying" business opportunities and "generating" them. While the former might, at times, be easier to accomplish, both activities are essential. Successful business development, therefore, requires a combination of marketing and selling skills. Other requirements include time management, organizational skills and a positive attitude. The third key fact, simply stated, is "one easy way to get business is to not lose business!" Customer retention is an important element of every business development plan, because any lost business must be made-up if we are to achieve our overall goal. Simple 5-Step Approach Here's a simple and proven approach that might help you to make the most of your business development effort this year: Identify an annual total revenue goal that encompasses desired growth. Your business development effort is the means by which this growth will be achieved - it's best to break it down into dollars as well as the approximate number of new customers required. Identify an annual budget - note that you don't have to spend a lot. You can plan to make the biggest impact via word-of-mouth, much of which comes from networking, selling and asking for referrals. Identify the components of your plan based on the budget and goals - these might consist of: Advertising or sponsorships Networking Direct mail E-marketing (e-mail campaigns, web optimization, etc) Telemarketing (not cold-calls, but strategic follow-up to mail/email, etc.) Entertaining (lunch meetings, etc) Business development meetings/selling appointments Business retention Create a 12-month "business development calendar" [get free download] Work the plan; measure progress and achievement for ongoing improvement Planning and persistence are the critical elements of success - The plan must be well-organized, and your approach to implementing the plan equally well-organized and persistent. The plan won't work if you quit or if you only execute a portion of it. As John Wanamaker once said, "Half the money I spend on advertising is a waste. The problem is I don't know which half!" It is also true that developing new business requires the development of new business relationships. This is a process rather than a one-time-event, and it takes time - some experts have even identified the "rule of seven," which states you will, on average, need to interact with a prospect seven times before getting serious consideration; others say it happens between the fifth and twelfth contact. Whatever the actual number might be, only those who persistently maintain their effort will achieve optimum success. The final consideration involves the regular measurement of achievement and ongoing improvement. Each "contact" must be planned and, based on your success or failure, these plans must be evaluated and continually enhanced. Each contact must be value-added and fresh - so there's plenty of work ahead. But it will be worth it when you tally the numbers at the end of the year!

Are You Interested? Whether you are a sales manager, business executive or business owner, becoming "interested" is an important component of driving your organization's sales and business development effort. While great amounts of emphasis are more commonly placed on striving to become "interesting" in our interaction with others, consider the concept of becoming more "interested" and how it influences the various people involved. As a sales manager, one of our primary responsibilities is to motivate the team. This typically involves helping sales people maintain a positive attitude as well as a belief in their ability to get the job done; it also involves managing processes so people stay focused on the right things, and leading people toward mutual goal achievement. It is not easy work. It can become easier, however, when we find ways to consistently exhibit an honest interest in the work being done by our sales team. And please note, this means becoming "interested" not only after the work has been done, but also while the work is being done! An after-the-fact or "rear-view mirror" approach to management can only yield judgment about past performance; but our "interest" while work is in progress enables us to influence results – hopefully for the better! "Interested" people tend to ask questions. So, this genuine interest can best be expressed by asking questions about day-to-day efforts, successes and challenges; we can then analyze the information gathered (by listening carefully to people's answers to our questions) and proactively find ways to become involved. A steady diet of this type of interaction will quickly lead to a better understanding of the team's attitude and aptitude. It will also yield potentially useful information about the marketplace, which can help us in making decisions with respect to pricing, policies, training, hiring and more! But most of all, if consistently implemented this interactive and collegial management style has a tendency to send a strong implied message – a message that says we care! A message that says each team member is important and their work is important. We might be surprised at how much more effectively people perform their jobs when they realize how important their success really is from our perspective. In addition, the sales team will very likely express OUR interest when they interact with OUR customers and prospects. Sending a message to customers and prospects that says WE care can only generate good will and, hopefully, increased revenue. As an executive or business owner, becoming more "interested" when interacting with customers and prospects can have the same effect. Consider the fact that studies and surveys, including an extensive buyer's poll done by the AMA, indicate that people make decisions based on their feelings. In other words, according to one marketing expert, "People decide based on their emotions, and then justify it with the facts." If this viewpoint rings true, then consider how being "interested" in customers and prospects might make them feel and how it might influence their decisions. Here are a few ideas on becoming both "interested" and, therefore, interesting: Conduct research before calling or meeting with a customer or prospect. In only five-to-ten-minutes it is possible to identify potentially vital information about organizational accomplishments, priorities and potential needs. When creating an agenda, place an equal amount of focus on both questions and speaking points. In the end, the questions will prove to be more important! During discussions with customers or prospects, avoid the tendency to present ideas or solutions too early. If we wait until our questions have been asked and an appropriate situational analysis completed, we'll have a much better chance of "presenting" the right things. Develop a circle of resources and, based on each conversation, be ready to make appropriate referrals should you uncover a problem that one of these providers might solve. Before speaking with customers or prospects, take time to consider likely or desirable next steps that might be consequential to a good exchange of information. Try to end each discussion with a relevant summary and a proactive suggestion or call to action that encompasses the most appropriate next step.

Proactive Business Development ACTIVITY DOES NOT EQUAL RESULTS If you would like to grow your business or sales territory this year, try making a true commitment to the proactive components of your business development plan. We all know that growing a business or sales territory is hard work, especially in more challenging economic times when referrals and leads are less plentiful, customers are spending less and the competition is tougher. A good start (as noted in a previous article) is to create an annualized business development plan. But simply crafting the plan isn’t enough! We must commit to the plan as well as to the proactive components of the plan. Honest Self Assessment It’s important to realize that business development consists of both reactive and proactive elements. Running advertisements, updating a web site, posting blog entries, distributing newsletters or attending networking events might all be parts of the plan, but once these action steps are taken we often find ourselves in a reactive position – that is, waiting for someone to call. These reactive action steps are the “easy” components of business development. The more difficult aspects of business development include proactively working to make things happen. These activities include sending follow-up emails or letters suggesting next steps, leaving proactive voice-mail messages, making follow-up calls and scheduling meetings. Research, pre-call planning and some imaginative thinking are also part of the mix, but the “hard” part of business development is staying the course. Statistics indicate that most things “happen” after someone (a seller) completes five or more contacts with a prospect. But most “sellers” make fewer than three approach calls – thus the challenge most of us face when trying to make things happen. Setting goals and monitoring results are the best methods of ensuring success, and now is the time to get started for 2010. The first step is to identify the number of new customers or clients you’d like to add each month or each quarter Using a reverse funnel approach, the next step is to estimate the number of appointments, lunches or meetings you’ll need to conduct in order to achieve the new customer goal Step three is to determine the number of prospects you’ll need to contact (and how many times) in order to schedule the desired number of meetings Now the real work begins… make the calls and measure the results If appointments or meetings seem hard to come by, then review your metrics as well as your message. Growing a business or sales territory is not easy work. If you are able to achieve sufficient growth in a primarily reactive way – advertising, referrals, and so on – then you’re among the fortunate. For the rest of us, committing to proactive business development is the best approach.

Holiday Networking Turning holiday networking into productive time might be challenging, but it can be done by implementing a simple twist in pre-event preparation. It's not what we say, but... The simple twist is to prepare (and ask) more questions. Most of us work hard at trying to be "interesting" when we attend social events, but those who work harder at being "interested" are often considered the best conversationalists. Even better, if we plan a few good questions that are geared toward learning about how the people we interact with handle some of the solutions we provide, the information we gather will be very valuable when we make follow-up calls in January! Maybe Rudyard Kipling said it best: I keep six honest serving-men (They taught me all I knew); Their names are What and Why and When And How and Where and Who.

Performance Management An Everyday Job BALANCING THE REAR VIEW MIRROR A strategically balanced performance management plan is a key component of effective sales management. The most successful approach not only enables sales managers to identify opportunities for team improvement based on analyzing past activities and results, but to also identify preemptive action steps and strategies that can impact future results. Balancing the Rear View Mirror Managers who place all or too much focus on analyzing past performance and then initiating improvement plans after-the-fact miss the opportunity to salvage what otherwise might be a sub-standard month, quarter or trimester. Circumstances and competitive offerings within the marketplace are constantly changing. While the practice of reviewing past performance and using the data as part of a performance improvement plan is necessary, this “rear-view-mirror” approach can be costly (in terms of lost opportunities) if it encompasses ones entire sales management approach. While there are different ways to accomplish a more balanced approach or sales management system, here’s a well-tested example consisting of five key components: Team building and team motivation are best accomplished when addressing the team in group mode. Therefore, regular team sales meetings are the first component of the system. Meetings should be scheduled at regular intervals – i.e., weekly, bi-weekly or monthly – and conducted on the same day and time each week or month. All team members must attend. The manager must create a compelling agenda for each meeting, and must keep the discussion at “group” level – individual issues or strategies will be addressed in step #2. In addition, the material presented must be value-added so the team leaves each meeting with practical, useful information that will help them sell more, improve customer relationships, maintain a positive attitude and be more aware of the big picture. The best method we’ve seen to accomplish this on a consistent basis is very simple – create and work with an “agenda template” and create each meeting’s agenda day-by-day, adding relevant information based on input from senior management, personal experience, observing Reps in the field, research and interaction with external resources and contacts. A free sample template can be viewed and downloaded from our website.   The second steps involves scheduling regular individual strategy or coaching sessions with each Rep. These should also be scheduled at regular intervals and conducted in a consistent manner. The most successful managers create a regular “mini-agenda” for these sessions, so that in addition to addressing specific situations or customer issues that might arise, every discussion also includes a review of the key metrics associated with your organization’s sales process, such as call volume, key account visits, pipeline status and so on. A specific action plan should be set at the end of each session. The manager should follow-up on this plan (see step #4 below) regularly, and should also begin the next session with a review of the previous meeting’s action plan. Step three requires the manager to spend at least one day per month in the field with each Rep. Some managers will spend portions of days with various Reps, and this is an acceptable alternative if geography makes it feasible. Either way, it is important for sales managers to observe sales people in the field. The practice provides unique insight into each Rep’s skill level, development needs, attitude and work ethic, and also keeps sales managers in touch with the marketplace and with the sales process. Field time also enables managers to develop relationships with key contacts within key accounts, which can be significant in times of Rep transition or turnover. As noted above, team selling or field observation days also serve as a great source of input for team meeting agendas. If one Rep is having trouble with a specific aspect of the process, it is likely other Reps are struggling in the same way – addressing these real world challenges in a group environment often promotes creative thinking across the team, and promotes team spirit as well.   Step four requires sales managers to make proactive contacts with Reps on a seemingly spontaneous basis. Many people compare this to Hewlett Packard’s well-known practice of Management By Walking Around (MBWA). Given the structural variations associated with a sales division or team, these interactions can consist of phone calls, emails, voice mails or personal visits. The only two requirements are that they be initiated by the manager (proactive) and that they include an inquiry based on interest (rather than confirming compliance) about at least one specific activity that the manager and Rep had previously discussed – possibly a big sales presentation or appointment, the resolution of a customer service issue, etc. The practical value of these impromptu inquiries can be immense, as they impact both results and attitude – Rep’s generally appreciate their manager’s interest, which tends to reaffirm the importance of the Rep’s work and effort. However, for this step to be effective the manager must be careful to send the right implied message – that is, the inquiry is being made in an effort to help or due to interest (or both), and not to confirm compliance or to check-up on the Rep’s work.   The final step is to create an organizational system to keep track of these activities. Many managers use a simple spreadsheet with multiple tabs. Others, who are more field-based, use a three-ring binder with tabbed sections. Either option is effective as long as it is kept up to date. Some of the best systems include the managers “to do” list, which promotes daily use of the organizational tool. Because the sales process takes place in so many diverse locations (customer offices, prospect offices, restaurants, on the phone, electronically, at networking events, and so on), and because it involves so many different people with varying needs, it is essential for sales managers to keep track of a wide range of activities as well as team morale and work ethic. In a recent article published on-line at about.com, Human Resources, HR Expert Susan Heathfield said, “…the true goal of the performance appraisal is employee development and organizational improvement..., [so] consider moving to a performance management system.” By taking a systematic as well as balanced approach to performance management, and by assessing what has “been done” as well as what is “being done,” managers can maximize the impact of their efforts on sales Rep development as well as sales results. * See related article: Selling to the Sales Force in the Paul Charles & Associates Article Archive.

Which Half of Your Sales & Management Effort is Working? John Wanamaker once said, "Half the money I spend on advertising is wasted; the trouble is, I don't know which half!" This is, of course, the reason frequency is such an important element of marketing. It is also an important element of selling and of sales management. We must be diligent in our efforts to maintain a proactive and persistent posture when selling, and we must do the same when engaged in sales management which many believe is simply a "higher level of selling." The key reason for this fact is that we can never be sure about which component of our effort is going to be effective at any specific time. In other words, time spent coaching a Rep today may, in fact, pay off immediately or it may not pay off for a month or two; time spent presenting good reasons for a policy or procedure may not truly result in team buy-in on the spot, but might do so over time. Just like John Wanamaker, we just can't be sure If we fail to interact with our customers, pospects or sales people with sufficient frequency, and if we fail to reaffirm the value associated with our products, services and our orgnaizations as well as our personal value, then we will most likely fail as sales people and sales managers.

Closing the Sale ASSUME THE SALES BUT NEVER THE REASON any organizations have increased their focus on selling during this past year’s more challenging economic climate, and we are frequently asked to help business owners, service providers and sales people learn how to close the sale more effectively. But while there are certainly many techniques and approaches involved in completing a sale, closing is not a stand-alone activity. Even worse, a seller who attempts to "close the sale" more aggressively without properly executing the entire selling process can do more harm than good. The most successful sales professionals are able to make things happen not because they are silver-tongued or aggressive when it comes to asking for the business, but rather because they are diligent and proficient when it comes to implementing all the steps that comprise the selling process. In fact, it is often the effective movement from step-to-step that enables a sales person to develop the relationship, knowledge and confidence required to effectively complete the sale. Clark Green, who manages a business development team at Infor, one of the world's largest business software companies, explains this perspective very nicely. “To be successful a Rep has to earn the right to go from one step to the next within the selling process,” he says. “And along the way he or she must build a foundation on which to ask for the order.” Assume the Close… The most successful sellers are able to consistently execute the entire selling process in a seemingly natural style. As a result, it is common for them to honestly expect customers and prospects to buy. This attitude is often referred to as “assuming the close,” which simply means that we approach each selling opportunity with a tone, demeanor and attitude that implies, “I’m sure when all the facts and options are considered, you’ll feel most comfortable doing business with me.” It’s important to realize, however, that this expectation is not a result of over-confidence. Instead, it is the result of diligence in executing the earlier steps of the selling process – and of “earning the right” to progress from one step to the next before asking for the order. If our qualifying, probing and listening techniques are well-executed, it is likely we’ll be able to offer customers and prospects the right solutions to their needs – needs that are both expressed and identified. If we fail to execute these steps, then closing the sale becomes a guessing-game. …but Never the Reason Each potential buyer is different, and it is our responsibility as sellers to engage in a thorough need assessment before attempting to close the sale. During this assessment our goal is to identify a prospective customer’s needs, priorities and best interests, and to offer solutions that satisfy all three. Ideally, we should never offer a solution until we are sure it is, in fact, the right solution – until we fully understand the reasons why a person or organization should buy our product or service. Once we’re sure of that, it becomes much easier to assume the close – and to close the sale as well. * See related articles: Closing the Sale – Part 1 and Closing the Sale – Part 2 in the Paul Charles & Associates Article Archive.

Growth Through Strategic Customer Service There are many components to business development and many ways to grow revenue – and strategic customer service is definitely one of the often-overlooked pieces of the puzzle. As many people agree, staffing, managing and growing a business hard work, especially in more challenging economic times when referrals and leads are less plentiful, customers are spending less and the competition is tougher; and it is especially in times like these that the value of a customer becomes most clear. Assuming there are no extenuating circumstances such as a poor payment history, the simple rule is that we should do everything within our power to avoid losing a customer... and providing consistent, high-quality customer service is critically important to that end. When asked, most people say they do their best to provide good customer service. However, the methods vary sigificantly and tend to be inconsistent. To maximize the effectiveness of your team's customer service effort, it's best to develop and implement a measurable, strategic approach that leverages your organization's unique benefits and that can become both consistent and cultural. Simple & Strategic Creating a plan, setting goals, enhancing communication and monitoring results are the key elements of the process. Here are some specific ideas on how you might get started: The first step is to learn three key things about your customers what they like, what they don't like and how they feel about your organization Next, identify your organization's unique offerings from a products and services perspective (what you offer/do) as well as a cultural perspective (how you offer/do it) Note the alignment between these first two items, and then determine the things associated with your culture and unique offerings that your customers value the most the real benefits Develop a communication style that expresses these benefits in terms that are relevant to your customers (rather than to you and your staff) Define action steps that exemplify and reinforce your group's culture keep in mind, in most cases an organization's most distinguishable assets are people Create and implement a system in which your organization consistently executes the action steps and communicates in the style noted above Monitor and measure results... continually discuss and refine the process regularly include this topic on staff meeting and sales meeting agendas Growing a business or sales territory is not easy work, but it will become easier if we can delight and retain our customers. Possibly Matthew Tashjian, a Senior VP at Merrill Lynch in Hartford, CT sums it up best as he often says, "One way to make money is to not lose any!"

Key Accounts - Keys to Long Term Sales Success Many business owners, managers and sales people tell us that eighty-percent of their business comes from twenty-percent of their customers. The Pareto principle…   Whether this perspective accurately describes your business situation or not, it is still likely that some concentrated percentage of your customer base generates the majority of your sales revenue. Similarly, some concentrated or relatively small percentage of your current and prospective customers most likely makes-up the majority of your new business pipeline.   Given these facts, it is wise to create a “Key Account Program,” which is simply an organized sales and marketing strategy that will ensure a sufficient amount of attention is being given to the concentrated group of customers and prospects that will, most likely, make-up the majority of your organization’s sales revenue and growth over the next twelve to twenty-four months.   Please note that we call this plan a “key account” program, not a “key customer” program, because it is important to pay an appropriate amount of attention (extra attention!) to these select customers and prospects alike.   Key Objectives  The primary objectives of a key account program are to retain your best customers, increase penetration within customers with whom your organization has only a small percentage of the potential business, and to win over high-potential prospects.   Consider the following three points: A customer who generates a relatively large percentage of your organization’s business is, obviously, of great value. The business relationship must be nurtured, and every effort must be made to retain this customer. In addition, if this customer generates a large amount of revenue for your organization, then it’s almost a sure thing that your competitors are working hard to earn that business too! Thus the extra attention. A customer with whom your organization does a small or moderate amount of business, but who has the potential to become a much larger customer must be treated with extra diligence as well, as this customer is a good source of potential sales growth. Since it is typically easier to leverage a current, albeit smaller-scale, relationship than to start from scratch, the extra sales effort is justifiable. A prospective customer with high-potential – possibly one of your biggest competitor’s top ten customers – is worthy of a more focused and larger-scale sales effort. Therefore “payoff” for success in this area might be greater in terms of both sales dollars and competitive position, thus justifying the extra effort. Key Activities Here’s a list of ideas on how you might create or improve your Key Account Program: Target a manageable number of engaged (top) customers, sub-optimally engaged customers (those with lots of potential) and high-potential prospects (your competition’s best customers). Conduct thorough research to make sure you understand each target’s needs, priorities and emerging needs. Conduct thorough research to identify the appropriate contacts within each organization – it’s often best to develop relationships with more than one person within each account. Set time-based activity and results goals for the program. These might include the number of value-added contacts (see related article below) you plan to make to each group throughout the year, the number of meetings you hope to schedule with prospects, and the dollar amount in incremental sales revenue you hope to gain from the under-engaged customers and high-potential prospects. Identify a marketing strategy – you might ask yourself, “Which components of your current collateral will send the right message? What additional pieces or letters might you create to support your key account effort? What promotional activities might be appropriate?” Identify a sales strategy that is integrated with your marketing plan – be sure to include a comprehensive contact strategy that makes use of all appropriate media (i.e., US Mail, e-mail, e-marketing, traditional marketing collateral, telephone calls, personal visits, invitations to lunches and / or promotional events, and so on) as well as a plan that will help the key accounts understand the value your organization offers; how your organization can meet their needs. Use or create an annualized contact management or organizational system that will help you keep track of your activity and progress.

10 Proven Customer Service Perspectives Honesty ”Operate with integrity, openness, and focus on customer needs.” —Nancy Stephens, from Customer-Focused Selling Empathy Begin by being customer focused – ask, listen, and learn ”Asking the best questions has always been more important than making the best presentations.” —Jack Falvey “You don’t sell to companies. You sell to people in companies.” —Nancy Stephens Learn about your customers Develop a CUSTOMER-DRIVEN attitude Respect how each customer prefers to communicate “Information is power! The first, best, and most important source of information is the customer. Know what the customer needs and wants.” —Jack Falvey Articulate from the customer’s point of view Self-evaluate – What do you bring to the table? Learn to be a VALUE-ADDED element Become a student of the world. Know what’s important to your customers and share knowledge with them Practice makes perfect – anticipate and plan your approach Make time and TAKE time to prepare for customer interaction One of the top 10 reasons sales people fail is that they neglect to pre-plan! Make it EASY – rule people in versus ruling them “out” and take initiative Make it EASY for customers to come on and stay with you Identify Action (next steps) & always do what you say you will do! “Help” them to decide in your favor – accommodate whenever possible Avoid being “dead right” with customers and employees (yes, the staff counts too!) Strive to give customers and employees their dignity “The deepest urge in human nature is the desire to be important.” —Dr. John Dewey ”I’ve never seen a company that was able to satisfy its customers which did not also satisfy its employees. Your employees will treat your customers no better than you treat your employees.” —Larry Bossidy, CEO Allied Signal, Inc. Beware the “silent” customer who openly accepts your version of what is right but who, as a result, buys elsewhere. Adopt the “Socratic Approach” Seek out agreement on small issues first You may not know all of the real issues; resolutions come easiest when people are saying “Yes, Yes!” Be polite – “as you would like to be treated…” Master the art of tactfulness “Be wiser than other people if you can; but do not tell them so.” —Lord Chesterfield “If you argue and rankle and contradict, you may achieve a victory sometimes; but it will be an empty victory because you will never get your opponent’s good will.” —Ben Franklin Leave ego out – “You can‘t win an argument! A man convinced against his will – Is of the same opinion still." —Dale Carnegie Determine and establish the best next-steps each time you interact with a customer Follow-up, Follow-up, Follow-up – In a pertinent, value added fashion. Always do what you say you will do

Customer Needs - Does One Size Fit All? Alec's Shoes is one of New England’s most successful independent shoe stores, offering athletic footwear, men’s and women’s casual and dress shoes, and a wide range of accessories. But the store is known for much more than its inventory. In fact, it’s the exceptional customer service provided by the twenty-plus staff members that satisfies patrons and keeps them coming back time after time. While this might seem like a simple approach, the store’s high level of customer service truly stands out. The floor reps are consultative, and focus on every aspect of how each pair of shoes will be used before making recommendations. They almost always offer each customer two to three choices, and customers who ask for size suggestions get both feet measured! “Statistically, nearly twenty percent of American adults wear shoes that are the wrong size,” store owner John Koutsos explained. “And few people have two feet of the same size. By measuring each customer’s actual size, both in length and width, and by considering the variation in size between their left and right foot as well as their hosiery preferences, we’re able to give them the best possible fit for both comfort and application.” Regardless of what type of business we’re in, gauging our customers’ and prospects’ needs requires more than a “one-size-fits-all” approach too. Here are a few proven best practices: Never assume the customer knows everything necessary to make the right choice. Most know considerably less than we know about the products and services we provide; and while we may each have a number of “in-the-know” regular or long-term clients who are familiar with what we do, there are still application-related or other nuances that warrant our attention. The best practice is to always ask clarifying questions with respect to each situation, and to go the extra mile toward accurately assessing all the circumstances associated with each situation and each customer’s needs. Focus on what each customer or prospect is trying to accomplish rather than on what service or product type they are “looking for.” By asking open-ended questions that relate to each customer’s situation or how they plan to use our products and services, we should be able to assess all of their needs, which might include a basic or customized approach, various products, options and accessories, or possibly a specialized solution about which they were unaware. Look beyond product and service needs for other hidden needs. The more we learn about our customers and prospects, the easier it becomes to structure the most appealing proposals. In many instances, there are issues with respect to company policies, structure, affiliations, specialties, and buying practices that might make a difference in how we’d like to configure our offer. In other cases, there might be personal needs to consider, such as a need to satisfy a demanding boss, a special need for service response guarantees, or the need to feel secure about a supplier’s competitive position or reputation (an important issue to the buyer who has been “burned” in the past by a less-than-reputable competitor). Develop a consistent method of uncovering these basic and not-so-basic needs. Creating a standard list of items to cover, questions to ask and options to present is one good way to develop a dependable and thorough approach. Many have also found that using this type of resource allows them to pay closer attention to each customer or prospect. In some cases, this extra focus will enable us to discover the “little things” that, when addressed, result in closing the sale or in long-term customer loyalty. Take an extra minute to double-check established needs, specifications and expectations. Sixty-seconds of prudence at the start can often save hours after-the-fact should there be extenuating circumstances or a misunderstanding about features, billing issues or other special requirements. A few final clarifying questions can even make the difference in getting the business, as most customers like to buy from those who show their interest and professionalism.