From the Desk of Jeffrey S. Davis

Today, many organizations are having a difficult time developing strong sales teams and closing deals. Regardless of the economy, sales are an important focus for every business, and often times the difference between success and failure. This edition of the MagePage outlines some simple ways you can increase your sales ability, as well as generate new business.

A strong sales team can make or break a business. But how can you find the right 'rainmaker' for your organization? What characteristics should you look for when hiring sales professionals and how can you enhance your ability to sell your products or services. Sales skills should be developed at every level of your organization and be a constant focus for your employees.

In this issue, Mage Consultant Larry Blumsack analyzes the process of securing sales meetings with important customers and decision-makers, as well as what characteristics you should look for in your team. We also address ways to enhance your current sales ability to advance your career. It is our hope that this news- letter will provide insight and guidance regarding your sales and lead generation efforts.

-- Jeffrey Davis, Chairman and Founder, Mage, LLC

Is Your Sales Force Made of Champions, Critics or Brats?
Selling Smarter - Not Harder

Globalization has created a dynamic marketplace and a down economy has moved decision making for purchases up the corporate ladder. The dynamics of these forces present the toughest challenge faced to-date by companies. 'Smarter not harder' is the new mantra to successfully build resiliency and stay competitive.

The ability to focus on both top and bottom lines concurrently is what allows smart companies to gain a competitive edge and grow revenue in their marketplace. Unfortunately, the world's down economy drives too many companies to focus solely on the bottom line. Although containing costs and maximizing the efficiencies of operations are critical components for survival, it is equally important to focus on growing the top line.

This article will outline ways to build the top line by working smarter and getting to the decision-makers. With growing competition and fewer purchase dollars, sales forces are whipped to work harder. However, harder isn't the solution - smarter is.

The first step in selling smarter is identifying the characteristics of your sales team. Does it consist of go-getters (Champ ions), complainers (Critics) or know-it-alls (Brats)? These characteristics can have a major impact on your ability to get to decision makers and close sales. A quick checklist on page two will help you identify the characteristics of each and determine who is running your operation. Test yourself, your leadership team and most importantly your sales team.

In today's dynamic marketplace companies need champions to be successful. However, one quickly learns that operating plans designed to achieve goals for revenue profitability, market share and cash flow can be rendered obsolete by dynamic events: sudden changes in costs, supply and demand; competitor moves; evolving partnerships, etc. How quickly you respond to these events can determine your position in the market.

A quick response to a sudden change requires the ability to identify its organization-wide impact on revenue, profitability, market share and cash flow. This ability requires systems in place for each functional area that are kept up-to-date. Having redundancy in the event of a "glitch" or "crash" is the key to both success and survival, while the more integrated the system the quicker the response time.

Unfortunately, only a few corporations have real integration or the capability to look across the enterprise. Typically, in smaller companies a lack of updated data and inadequate reporting systems prevents the simplest assessment of the organization-wide impact from the change in price, costs, supplies, etc. You can handcuff the sales team when you are not able to quickly respond to an increasingly volatile marketplace. They can't work harder if you're not working smarter.

I started this article stating that decision making on purchases has moved up the corporate ladder. Purchase approvals made by managers two or three years ago are now being made by VPs or higher. So much mystique swirls around how to get to the decision-maker. But, very few people have focused on what the decision makers look for in agreeing to meet and eventually move forward in the buy cycle.

In drawing from recent surveys of executives, I've put together the following check list of what they look for in salespeople:
- Accountability/Responsibility
- Understanding business goals
- Listening skills
- Knowledge of industry/firm
- A plan for events to follow
- Ability to solve problems
- Proposed alternative solutions
- Thinking beyond current sale
- Source of information

So how can you get in front of these decision makers? Call them. That's right, cold calling. The truth is most salespeople hate cold calling and are afraid to call executives. A Brat in your operations might say, "I'm a seasoned sales professional not a tele- marketer, just get me in front of them and I'll get the deal." The Critic might say, "I don't believe you set those meetings by cold calling - there must be some other angle." The Champion says, "I'm willing to learn, tell me more!"

Despite some employees' disdain for cold calling, it is a necessary part of any successful sales effort. Yes, it can be hard and frustrating, but there are some key ways to be more successful:
- Gain an understanding of the forces at play in the marketplace.
- Research background on the company / individuals targeted to set the foundation for getting the listener's attention in the first 10 seconds of the call.
- Identify the pain.
- Get an understanding of the value proposition that you can offer specifically for the target.
- Create a list of how possible objections can be overcome.
- Set aside four-hour blocks of time to call where you cannot be interrupted.
- Remember the purpose of the call is to get the meeting - not to make a sale.

Can you hear a Brat response? "That's Sales 101, I don't need anyone to feed me this." The Critic comments, "If I did all that work I wouldn't have any time to close a deal." The Champion's take is, "You know, it is so easy to forget the basics and get into a rut. This is the most difficult market I've ever seen. I need the tools to succeed."

Obviously real Champions have the attitude you are looking for, but how do you cold call successfully? The answer is persistence. If you gave a salesperson a list of 100 target names to call, how diligent do you believe he/she would be in calling the list? However, if you give that same person, even a Critic or a Brat, the same list and guarantee them there are two live prospects on the list ready to buy, what do you think would happen? They'd be on the phone!

Another tip to reaching the executive is buddying up with the executive/administrative assistant (the gatekeeper). Treat and talk to that person exactly the same way you would if the executive was on the phone. Too many salespeople dismiss them as not important enough to talk to. Once the target or admin has been pitched, fax a one-page formal letter that lays out the reason for the call (to set a meeting), the perceived pain of the target, your value proposition, related successes and close with a specific time you will call to set the meeting. Also fax a one-page article on your company that contains the same general message in the letter.

"Fax?" comments the Brat, "how old fashioned". Executives can receive 100-200 emails a day. By faxing, you have put the finished product in the admin's hands. Place a follow up call to confirm the receipt of the fax. If the potential sale is large enough overnight your company literature with a handwritten note. Follow up the overnight with a call to confirm its receipt.

In all, within two days you have had five contacts with either the target or the gatekeeper to create a sense of importance and urgency - the call, the fax, fax confirmation, overnight arrival and overnight confirmation. I don't know of another method that achieves that many legitimate touches with the target.

From then on, it is persistent follow through on the telephone that will finally get you the meeting. Cold calling does work but it takes tenacity. So who is running your company and driving sales - the Champion, the Critic or the Brat?

Contributed by Larry Blumsack Senior Consultant - Sales Mage, LLC

Can You Increase Your Sales Ability
Key Steps to Advancement by Bringing in New Business

Strong sales are essential to the success of any company. To thrive, an organization has to consistently bring in new business. Unfortunately, very few professionals have a strong understanding of sales. Technical and professional skills can help keep clients happy, but in order to grow, an organization needs to secure new customers.

Highly successful sales people, or 'rainmakers', can quickly advance in any company. Why? Because in this economy, it is difficult to stay viable if you can't bring in new business. If you want to succeed, you must commit to enhancing your sales skills. You need to practice them just as much as you would your technical or professional skills. This article will identify ways to improve your sales skills.

Expectations: Let's be honest, most people don't like selling - it can be a stressful experience. However, despite what you think, you might already have strong selling skills, especially if you are a service provider. For example, lawyers and bankers are always selling their ideas and conclusions to clients. All you need to do is apply those skills to securing new business opportunities.

Having realistic expectations is an important part of the process. Most successful sales people realize they can't be everything to everyone. Sales executives know they will meet with more failure than success - it's the nature of the business. Not every company is going to need your services or even understand your value. The sooner you accept these unavoidable facts, the quicker and more effective you will be at brushing off rejections and moving forward.

Networking: One of the best ways to improve your skills is to network with important referral sources, clients, prospects and partners on a consistent basis. If your schedule is too busy during the week, try meeting for breakfast, lunch or dinner - or even on the weekends.

Most people avoid situations that they find uncomfortable. However, instead of avoiding sales situations, try planning for them. Make a list of people you think you should meet with and schedule appointments over the next few months. Approach each meeting as an opportunity to learn more about that contact and to hear their needs. Make sure you do your homework before each meeting and understand their business and how you might be able to help them.

Listening: The most important characteristic of good sales people is their ability to listen. They have a way of making people feel comfortable enough to talk about their problems. That's how many actually sell - they get prospects to reveal their pain points! Quite often, truly successful and intuitive salespeople can get prospects to tell them exactly how to close a sale.

So how can you do this? One way is to let your prospects control the conversation - never interrupt them. Ask them questions that will make them think about their business and reveal their concerns. Focus on the big picture and let them analyze and define their problems. One of the biggest mistakes sales people make is to assume answers rather than ask questions. Questions force prospects to think and position you as an interested advisor. If you can earn their trust, they are more likely to do business with you. No matter what you may think, most prospects agree to work with you because they like or respect you, not because your services are really better.

Focus on the Details: It is also important to create a setting where there aren't many distractions. It's almost impossible to make an impression on someone or gain their trust if there are constant interruptions. Try to have your sales meetings out of the office. It creates a more relaxed atmosphere and prospects are more likely to give you their attention. Also, people tend to relax when they aren't in the office and they might be more willing to open up to you.

Always take written notes, they will be valuable when you follow up and show the client that you are being attentive and actively trying to understand their needs. Good notes can also be the difference between closing a sale and missing out on an opportunity. Often times sales go to companies only because they listened and addressed the clients needs in a proposal more effectively than anyone else.

Organization & Coaching: Another effective way to improve is to talk to the 'rainmakers' at your company. Ask them about their approach, how they plan and follow up. Ask to sit in on a few of their sales meetings and watch them in action. See if they are willing to coach you and offer tips to improve your skills. One of the best ways to learn how to be successful is to watch others. Hiring outside sales consultants to hone your skills and review some basics can also help.

It is also important for your organization to set clear sales goals and compensate those individuals who can bring in new business. Partners and senior executives should do their best to lead the way and emphasize business development. As with all companies, employees follow their leaders.

No matter what your level of success is, the key to improvement is to remain committed to enhancing your skills. Improving your business development skills is a sure way of getting noticed at your company and possibly advancing. Developing these abilities is as important as developing your technical and professional skills. If you work at it, you can start generating new business for your company and become their 'rainmaker'.

Contributed by Jeffrey S. Davis Chairman & Founder Mage, LLC

For more information on advisory boards, please contact Mage at (781) 449-8366

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