Phoenix Training

Posts Tagged ‘Sales’

Presenting with Impact

Posted by BillOsmond
Wednesday, February 17th, 2010
Bullet Points

Image by NMC Second Life via Flickr

When most people are asked to do a presentation, their first reaction is to panic.  This is even the case for experienced sales people.  The culture these days is to move more and more towards using technology to help us sell or make an impact.  I still hold the view that to make a really strong powerful impact presenting in person is still the answer.

The most important tip that can be given to a would be presenter is to make sure you prepare well.  Lack of preparation is the single biggest reason why presentations do not work.  Having a quick “run through” on the train or in the back of the cab on the way to the venue simply does not do the job.  Sometimes people bemoan the lack of time they have and use that as an excuse to present without preparation.  Whatever time you have use it wisely.  In simple terms, if you only had one hour to prepare, use twenty minutes to research the subject, twenty minutes to develop the content and put it into useable format (i.e. slides) and twenty minutes to practice it.
Too often presenters spend hours thinking about what they are going to put into the presentation and then create incredibly complex and sometimes dramatic slides but fail to practice it at all.  If they do practice, it will be at the end of many hours putting the presentation together and will therefore be in no mood to make any changes!

The general rule is to work out roughly what you want to put in, knock that into to some basic slides and start practicing.  What you will find is that the practice (out loud, not mumbled under your breathe in the shower) will help to mould the presentation.  You will get used to the material, the flow, the slides and the whole thing will grow organically.

Simplicity is generally the key to success in presentations.  Too complicated a message will be difficult to deliver, the presentation will too long and it is very hard to maintain attention once an element of confusion sets in.  Think of simple themes and to accompany that, simple slides.  By working to a pre-determined objective, the presenter can apply a simple rule to what is included in the presentation.  “The only elements to include are those which help me achieve my objective”.   It is a bit like holiday packing; ask yourself the question ‘do I really need it?’  Far too many people take far too much with them on holiday, as presenters do, they put far too much in to their presentations, they over complicate, over elaborate and over fill slides.

Powerpoint in essence has a simple format.  It has a heading, followed by bullet points.  This format is often totally abused by presenters, generally trying to be clever.  Animation is fine – if appropriate.  Do not have spinning logos and chequer board titles unless you can safely say it is helping me meet my objectives.  Too much time is spent animating and generally filling slides, when it should be spent practicing.  The main mistake people make is that tend to use “bullet paragraphs” and not bullet points.

This means that they put everything that they are going to say on the slide and then proceed to read it.  This is very boring for the audience.  They will have probably read the slide before it has been presented.  If you only put up a few key words or an image on the slide, you are able to present around it.  This is far more interesting, remember you are the presenter, not the slide.  The reason people put lots on the board is because they think they will forget what to say if there is only a few bullet points to work from.  This is not true.  If you practice you will know exactly what to say.  The other thing to remember is that the audience do not know what you are going to say, so you have a degree of flexibility with bullet points that you don’t have when it is all up on the board.

To make the presentation “sit up and take notice” interesting, you must ensure that it is relevant.  The audience must be connected to the content.  The more you can link the audience to what you are presenting the better.  In sales we talk about creating the benefit, it is the same when presenting.  “What’s in it for me”, is a well used phrase in presentation.  This is particularly relevant when making a specifically sales presentation.  How will it help me, why do I need to know that, what will it do for me, are the types of questions an audience will be asking.  When practicing keep a check on how many times you can answer those sorts of questions.

Finally, think positive.  See the presentation as an opportunity and not something to simply get done, survive and move on, it will make a massive difference to your performance and impact.  People rush presentations because mentally they do not want to be there.  If you try to view it positively your pace will be better, your movement better and the overall impression far greater.
Written by Bill Osmond

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What makes a good sales person?

Posted by BillOsmond
Thursday, February 4th, 2010
LONDON, UNITED KINGDOM - SEPTEMBER 30:  City w...

Image by Getty Images via Daylife

Having worked with many sales people over many years, I am often asked, as I was last week, “what makes a good sales person”.  I used to work in the city many years ago, straight after leaving school.  I didn’t do very well and left after about two years.  At my leaving do, one of the senior traders said to me “you’d make a good sales person”.  At the time I didn’t know whether to take that as a compliment or as a way of saying, “why on earth did you think you’d be a good stockbroker!!”  His justification for this statement was that he believed I would be able to talk enthusiastically about my products and generally get on well with people.  I guess it was a form of compliment.  I now find his statement interesting because it starts to examine what people think makes a good sales person.  It also shows what people think about sales people.

Generally sales people don’t get a good press in this country.  They are often considered to be a pain.  When introducing my wife (girlfriend at the time) to some of my family years ago, she was asked what she did for a living by my cousin (I think) and she said enthusiastically that she sold advertising for a national newspaper.  “Oh,” he said, “so you are one of those annoying people that phones me all the time trying to sell me something.”  Not a great introduction to that branch of my family!  Also not true on many levels.

Salesman

Image by petesimon via Flickr

Why is it that many sales people are viewed as annoying?  I think that the first thing is that they do not sell with the client or potential client in mind.  They are totally fixed on hitting their targets and selling what they want you to buy.  This almost immediately creates a competitive flavour to the conversation.  They try to “get you to buy”.  If a sales person thinks like a buyer they will develop a far stronger relationship.  Why might they want or need to buy from you?  That is the first question a sales person could ask themselves.  Then consider how they can develop a need for the product and match the two together.  Sales people become annoying when they are constantly in contact with a potential buyer selling without considering the needs of the buyer.

It is not only the needs they do not consider.  They do not consider the buyer’s situation.  Are they busy?  Are they stressed? Knowing when to sell is an art, sales people are always told to be persistent but I would add a warning, think about your buyer and think if it is what you would want.

Talking a lot is something associated with ‘good’ sales people.  ‘Having the gift of the gab’, is often the phrase used.  I think learning when to talk is more important.  Talkative sales people are often annoying.  How many times has someone talked and talked and talked, trying to sell you something.  Less is definitely more.  Using information with relevance is one of the keys to successful selling.

Generally, sales people don’t need to talk a lot, they don’t need to be thick skinned, they don’t need to be super enthusiastic and positive.  They need to use some of all of those but they need to know when to use them.  They need to know when to talk and when to listen.  They need to do what they say they will do. Too many over enthusiastic sales people promise much and deliver little.

Some of the best sales people I have ever come across were successful because they did exactly what they said they would do.  They would call back when they said they would, they would send proposals when they said they would, and they generally left such a good impression the client would buy readily from them.  One thing these characters did not do was to over-elaborate matters.  Accuracy and dependability are vital.

So, what makes a good sales person is still a difficult one to answer.  I firmly believe that anyone can learn to sell, personality is one part of sales but is it more important than technique?  I think that a quiet personality can sell as well as a loud “talk the hind legs off a donkey” type character, if not better.  Ultimately the one thing that really makes the difference is the ability to think as the buyer would.  If you can work out what drives the buyer you are able to adapt your selling style to meet that person’s requirements on many levels which will lead to truly successful sales results.

Bill Osmond – MD of Phoenix

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New Year Sales Tips

Posted by BillOsmond
Thursday, January 14th, 2010
Golf, a dexterity sport.
Image via Wikipedia

Going into a new year, it is always a good idea to address the techniques you are using to hit your sales targets.  Many sales people return from the Christmas break full of good intentions but after a few days, momentum is lost and they fall into the same old routine.  Now is the time to assess your existing tactics, be honest and make changes! The following tips are designed to help you rethink your approach and make solid changes and not try to do too much too soon.  At this time of year people try to lose weight, the sensible ones will take it steadily and gradually lose weight , the foolish will try to lose two stone a week and get fed up when it doesn’t happen.

Tip number one: always be prepared to adapt your approach to suit the client and the selling environment.  A sales person must be flexible.  When selling you must try to match not only the client’s needs but also their buying style and manner.

The second tip is “remember sales structure and technique”.  After the first tip this might sound a little bit of a contradiction.  Sales people worry that by using a solid structure they might become robotic in their selling style.  Actually a solid sales structure enables a sales person to be more flexible.  In sport, top performers all have fantastic technique, they have a core of solid skills that enable them to adapt and flex, when necessary.  Golf is a good example of this.  Golfers have all manner of different scenarios to battle with; it is the top technicians that can play effectively out of bunkers, water, trees!  As a sales person’s experience grows they tend to drop their structure and technique and this leads to problems, normally in the form of objections.

The third tip for the New Year is; through questioning, find needs not information.  Information does not help a sales person as much as needs.  Too many sales people question a potential client but do not create or establish needs.  This means that there is no urgency created and the potential client only sees what is being sold as an option not a necessity.  Be brave, focus on problems and needs.

Tip four; after questioning the client, gain agreement that you have indeed not only created but understood their needs.  This agreement is vital because the buyer is accepting that that they have a need that needs a solution.  Too often a sales person will assume what the client needs and sell against that assumption.  Assumptions are created by a sales person thinking that this client will be like the last one they spoke to.  Tip four (b) treat all clients as individuals.

Tip five: use what you find.  Once needs have been created and agreed, sell against them.  Too often sales people present a lot of information about their products or services but do not relate it to the client’s needs.  Always explain how the product will help the client.

Tip six: Revise or update your product knowledge. I am always staggered by how little even experienced sales people seem to know about their products or services.  Test yourself, think of as many features of your product or service that you can.  I think that you should be able to come up with at least fifty.  Too often sales people use only a handful of features and this makes it hard to create a tailored presentation that matches exactly the needs of the client.  If it is too general it will probably only match some of the clients needs and this will lead to objections.

Tip seven: set yourself activity targets.  Financial targets tell you how much revenue you need to bring in, activity targets tell you how to get there.  Activity targets could be number of calls to make in a day, how many meetings to attend in a month, how many new clients need to contacted in a month.  I would be confident that if a sales person was hitting their “activity targets” they would almost certainly hit their financial targets.

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Ongoing Sales Technique Development

Posted by BillOsmond
Thursday, December 17th, 2009

To improve their skills, sales people often attend training courses. As someone who runs a training company this is something to be applauded and encouraged.  In my ideal world sales people would feel the need to attend a training session of some sort every week.  However, financial constraints often put a limit on how many courses a sales person can attend and so sales people end up attending workshops every so often at best, unless their employers are totally committed to a training culture and invest huge amounts of money and time to develop their team.

So given that the average sales person is only likely to attend one or two courses per year, what else can the sales person do to develop their skills?  Training often provides momentum, and sales people often return from a course full of enthusiasm and new ideas.  They are keen to put into practice what they have learnt and try to use new ideas.  In short, the course has done its job.  No one or two day course will change behaviours completely but it can start the process.

At the start of most years, many people join gyms and head off to their first workout with great gusto and enthusiasm; they meet an inspirational instructor who talks them through what they need to do in order to get fit.  After the first session they leave, excited and ready to become a fit, healthy, powerful, Adonis!  What happens next? gym-pic-2Most people struggle to put into action what the instructor suggested.  They slip back into bad habits.

As do sales people.  After leaving the course, the temptation to return to what they used to do is strong.  To use what they have learnt, they must adopt a strong mentality.  Same as the gym goer, if the lifestyle around the gym sessions does not change the progress will be slower.  I know that people say that going to the gym means that they can drink as much as they like and eat loads of cream cakes, but that seems to be a “treading water” tactic rather than a progressive tactic.

So my advice for you as a sales person is: go on a sales course, learn some new ideas and techniques, come back raring to go!  Then think about how you will adopt the new ideas and stick to them.  Try to break habits.  Sales people often return to tried and tested methods more through habit than anything else.  People do things in a certain way because they have always done them that way.  A sales person should always evaluate what they are doing.  At the end of each week, write a list of what worked, what didn’t and what you could change.  Try wearing your watch on the opposite wrist to what you are used to, see how it feels.  After a week or so it will feel more comfortable and after a month or so, you will wonder why you ever wore it on the other wrist.  This will remind to try to use something new.  Try a new route to work… basically, try anything that breaks the routine, this will help you to adopt new techniques and give you the mentality to stick to them.

At the end of the month or the quarter, evaluate again.  Ask yourself, honestly, how are you doing?  What did I do this month that was better than last month, different to last month, worse than last month and therefore what can I change for next month?  To get fit, you could go to the gym or run round the park but to get really fit and make permanent changes to your health, your lifestyle will have to change as well.  I know it’s not quite the same thing but you can see the connection, I hope.  Sales people must adapt their approach to make real sustainable changes to their performance.  Constant evaluation, habit changing tactics and the setting of personal objectives are three things that could be done to make ongoing changes.  Einstein’s definition of insanity crops up on many training courses, sometimes not always relevant but I think to most sales people it is applicable:  “when a person does the same thing over  and over and expects to get a different result”.

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We laugh, but have we done it!

Posted by admin
Tuesday, December 8th, 2009
Laughing Donkey
Image by jaxxon via Flickr

Whilst running training courses, it is always nice to have a series of anecdotes or stories to highlight key learning points.  For all the models and structures that surround a subject like sales, I often find an actual example of what a sales person has done, works really well.  It is by showing and highlighting what not to do that sales people start to see how techniques and skills can really help them.  Fortunately, sales people in all sorts of environments provide me with an endless stream of examples of “what not to do”.

Possibly one reason as to why these mistakes and errors creep in could be pressure.  As pressure grows on sales people, techniques get pushed aside and sales people start to use what I term “street sales” techniques.  These revolve around getting a sale as quickly as possible. The results can be catastrophic not only for short term business but for long term as well.  However much pressure a sales person feels that they under, they should always use solid techniques to achieve a sale.

It is not just pressure that leads to poor sales technique; over confidence can lead to some terrible mistakes.  Experienced sales people often get into routines and do not change their approach, “because it worked once”.  Poor training is a major factor as to why sales people start using random tactics.  If you are not pointed in the right direction how do you know what to use?

So what do sales people do, that in a training room one can laugh and say knowingly “I would never do that”.  All of these are true and some more disastrous than others but the common denominator being that each sales person had no idea of what they were doing in terms of damage!

  • A sales person once phoned me and asked to speak to Mr. Osborne, I politely told them it was Mr. Osmond, he said Osbourne, I said again, no Osmond, O.S.M.O.N.D, to which he replied, “yea, whatever”. That was an obvious example of someone thinking I just want to sell to you, so his brain is moving quickly to where he wants to be. Unfortunately he has let the cat out of the bag and verbalised that feeling. Lesson: get the customers name right and take your time. He now has no chance of ever selling anything to me.
  • I walked into a car showroom and told the guy I needed a bigger car because we had twins and needed more space. To cut a long story short, he showed me a Ford Galaxy and sat me in the front seat. He then proudly demonstrated the front and back parking sensors, returning to me, pronouncing that parking sensors are now standard on Galaxy’s. As a sales trainer, I felt like saying to him, “what in my conversation has led to think that I need help with my parking?” Lesson: don’t tell someone what you think is good about your product. Tell me what will help me. All I needed to know was whether my double buggy would fit in the car.
  • I was buying a digital camera for my office recently and asked the assistant for a camera that was light weight and easy to use. He got me a camera off the shelf, which fitted the bill perfectly. As I was just about to say that all seemed fine and could I buy it, he told that “the other excellent thing about this camera was that it had sepia mode and sports mode”. Now I was starting to think that I was about to pay for things that I simply did not need. Lesson: do not over sell, tell the customer only features that can be of benefit to them.
  • When I walked in a clothes shop, with two of my children, I was somewhat surprised by an assistant who greeted me with the phrase “Alright big fella” Quite an extreme example, but over-familiarity with a customer does not sell. I wanted to know where the jeans were. He thinks he’s getting on well with me. Lesson: earn the right to be familiar, by being solid and professional, you can develop a business relationship before you are their best mate.

Some are more extreme than others but these examples show how easy it is for sales people to slip into bad habits, thinking they are increasing the likelihood of making a sale.  Beware!

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It’s all in the questioning!

Posted by BillOsmond
Friday, November 27th, 2009
Questions

Image by via Flickr

One of the most important phases or sections of any sales structure is that of “questioning”.  Some structures refer to it as “probing”.  Whether it is probing or questioning, much time is spent on it and many sales people are aware of its importance but it still remains, without doubt, the area that I find most sales people get wrong.

When I mention questioning on a sales course with reasonably experienced sales people attending, they all nod and say how important it is and how they should listen and normally quote a cliché about having two ears and one mouth etc etc.  However, as soon as the role plays or practical exercises start, they seem unable to use questions to help them in any way, shape or form.  My view is that sales people misunderstand what they are trying to achieve when questioning a client.  Actually I think the word “questioning” encourages behaviour that does not help.  If you question a client it starts to move towards interrogation and this is not what the client wants.  Or the sales person asks the client questions that they already know the answer to and this does not move the client any nearer to seeking a solution.

The sales person must think what their objective is when they are in this phase of the sales process.  Once you have introduced yourself, the sales person needs to enter a conversation with the client so that by the end of it, they know exactly what their needs are and more importantly the client recognises that they have a need or a problem that needs solving.  Without questioning, not only does the sales person have no idea what the client really wants but also the client does not recognise the level of need that they have.  The main role of the sales person is to establish and grow needs within the client.  Good questioning helps the client to start thinking about what they might be able to achieve if they altered their buying process.

My advice is to listen to the client’s situation, analyse their problems and focus on what happens if those problems continue and then you will find yourself in a position where you can solve those problems.  It is much better to be seen as a problem solver than a sales person.  It is therefore vital that a sales person understands precisely the needs and problems of the client they are selling to as this enables them to match their product exactly to those needs.  If the client does not recognise that they have a need they will not buy anything.  Instead of going into a client meeting thinking about questioning them, think about having a conversation with them. By the end of it you will have a good understanding of their position, needs, problems and objectives and through a summary of those needs they will have agreed with you that that is the case, which gives the sales person something to sell against.

The key skill with questioning is patience.  Sales people are often over keen to sell which means they don’t listen and therefore do not correctly diagnose the needs of the client.  They move too quickly to an area where they can present their solutions.  When asking a question, listen to the answer and try to ask at least three questions based on the answer.  This will help you to understand the real needs or problems that the client has and not simply the “general” need.  It is all about detail!  Once you think you know what the needs of the client are, check you’ve got them right by asking the client.  “So you are looking for something that will…….?”  It is useful to use the word “something” to keep your options open.  The most important thing at this stage is to gain agreement that the client needs something to help them.  Your presentation will convince them that it is your product/service that will solve their problems.  You don’t have to mention your products when questioning the client, the focus is on them.

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Attitude & Approach – Bill Osmond

Posted by admin
Thursday, November 26th, 2009

Selling during a recession presents, without doubt, a serious challenge to most sales people.  The market is suppressed, money is tight, the media are talking everything down, customers and clients are cautious, all reflecting the reality of the situation.  Sales people cannot fail but to pick up on this negativity.  The problem for them is that still have to sell their products and services and as the pressure to sell grows, the pressure on the sales person’s technique starts to tell!

Sales managers spend a lot of time reminding their sales teams how far off the target they are, they tell them that they need to sell more!  Do they imagine that the salesperson is not one hundred per cent aware of the situation. Almost every sales person knows how far they are from their target. They are desperate to hit their targets, not only for the financial gain in terms of bonus and compensation but also for the recognition they receive both from colleagues and friends and even family.  Hitting targets is what it is all about, a sales person status depends on it.  A sales person’s motivation is more often than not success, it is not as simple as money, money is a bi-product, success leads inevitably to success because the sales person’s mind expects success.  During a recession a sales person’s mind tends to expect failure.

Approach and attitude are vital for a sales person’s success at the moment.  Sales people are often expected to be “self motivated” and when things are going well this is less of a problem.  Many of the conditions needed to maintain motivation are in place; success for one, recognition, praise, progress, engagement with clients are all of the aspects of the job that make it fun, interesting and challenging.  Challenging but not impossible.  During a recession sales are fewer and farther apart, targets are going up, the distance between success and where I am at the moment is growing.  The sales person thinks “I will never make this month’s target”.  So many of those positive conditions are replaced with negatives.

This is where the managers have to help the sales teams.  Helping them to focus on obtainable targets.  Targets such as “contact ten customers you haven’t spoken to ever/in the last two months etc”.  I have been telling sales managers to change the focus; “tell your team not to sell anything this morning”, this seemingly strange piece of advice has a purpose.  By getting your team not to sell but to find out something new about their clients, it will focus them on questioning and investigative techniques that will inevitably lead to a sale.  The point is that the focus is on strong technique and it changes the attitude and approach of the sales person.  If the sales manager puts pressure on the sales person to sell, it will change the focus to the closing aspect of the process.  In the modern environment, clients are too sophisticated to be swayed by hard selling.

Strong consultative selling will develop relationships and result in positive results.  Sales people will be encouraged by the results they see, the progress they make and this will maintain a positive, proactive approach which is precisely what is needed at the moment for many sales people.  Tightening up on structure and maintaining a positive approach will ultimately hit targets, panic and pressure will not.  This is difficult for sales managers – I know they themselves are under huge pressure to achieve results – but I think it is essential that they maintain focus on how they will achieve those results.  The argument between quality and quantity rages during times like this but putting pressure on making more calls will lead to a drop in quality.  Sales managers must maintain the balance between the two.  They must work hard to maintain the attitude and approach of the sales team, this is the vital factor whilst selling in a recession.

[Image from Wikipedia on licences: Attribution-ShareAlike 3.0 and GNU Free Documentation License ]

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Features & Benefits – Bill Osmond

Posted by admin
Thursday, November 5th, 2009

When you start to talk about the use of features and benefits during a sales training course, the more experienced sales people tend to think they know all about them.  “What is a feature?”, “how do you define a feature?” are the sort of questions I ask.  I generally receive a barrage of answers, ranging from the nearly right to the totally wrong.  Very rarely do I hear a simple definition of a feature.  “Something that helps you sell”, “something that is good”, “something that adds value”, “something that is unique.”  All answers that hover around the definition but all miss the main point.

Here’s my definition:

“A feature is a fact or figure related to your product or service.”

Features are neither good or bad.  A sales person has to live with and use the features that their product or service has, and features provide the starting point for  sales presentations.

Features are neutral.  Sales people are often taught the unique selling points of their products.  Once they have learnt the Unique Selling Points of their products they tend to repeat them relentlessly during every sales meeting, call or presentation that they are involved in.  “USP’s” are often referred to in reverential terms, as if they are some sort of magic key that once learnt will help achieve sales without any effort at all!  They are not; USP’s are merely features, the fact that they are unique to the product is rarely a decisive factor.  If a USP is totally irrelevant and unconnected to the client’s needs, then they hold little value and can even be viewed in a negative light.  However, it is true to say that in a competitive pitch, when many aspects of the competing products are equal, something unique could tip the balance.

I believe that sales people need to use the basics better.  Turning features into benefits is a vital skill for sales people.  I find that experienced sales people tell me all about their products and services.  They tell me all how fast their product is, how established their company is, how many people read it, how much it weighs, how unique its design is etc etc.  All are true and are features, but won’t sell much on their own.   What we need to know, as buyers, is what will all the features actually do to help us?  What is the value of the feature to me? The sales person should not leave features up in the air for the client to decide whether they are good or bad.  It can be unique, incredible and amazing but if it doesn’t help me, I probably won’t want it.

When selling in challenging environments it is vital to think about how to turn your features into something of benefit to the buyer.  Too many sales people churn out a limited list of features that they believe to be “good” and indeed are sometimes unique.  The problem is that it is not about whether the sales person thinks their product is good, or even unique; they have to link to the clients needs.  I encourage sales people to think of as many features of their products/services as they can.  I am amazed that often their list stops at about number six.  If they are using approximately six features when trying to sell to a potential client they are unlikely to be matching all their needs.  They are gambling that their choice of features are relevant to the clients needs.

Explain what the feature does and how it will be of specific benefit to the client.  Try using the phrase “which means that.”  By adding this phrase to any given feature you are linking it to the client’s needs.  If you can’t think of what the feature means to the client, you probably shouldn’t be using it.  It is all about creating an imaginative but relevant sales presentation, one that is carefully put together to help the client recognise why money spent on your particular product or service will help them achieve their aims, overcome problems or beat their competition, all of which are worth spending money on.

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Upselling & Cross Selling – Bill Osmond

Posted by admin
Thursday, October 29th, 2009
Women's shoes on display in a shop window, 2005.
Image via Wikipedia

During an economic downturn, a sales person is confronted by challenges.  They receive many knocks.  They are told “no” more than they would like and certainly more than a year or so ago.  For approximately a year, sales people have worked hard just to get a sale.  Now that, dare I say it, we are starting to see a few green shoots of recovery, the sales person must be thinking about maximising opportunities.  Six months ago the prospect of cross selling or upselling might in some areas have been a little fanciful, over ambitious or simply not appropriate.  All efforts were put into just achieving a sale, clearly budgets were and are tight, the sales person has to work extremely hard to make a sale.

Upselling is always talked about in sales meetings, sales managers are clearly keen for their teams to take every opportunity to upsell, however the pressure they put on their sales teams often ends up with poor execution of the task.  Sales people enter a sales situation, the client may well be showing interest in “product a”, the sales person identifies a need for the product, the client agrees and so the sales person presents the product matching the need.  So far so good.  The client agrees to buy “product a”. The sales person suddenly remembers the sales manager’s voice “upsell wherever you can”.  So they blurt out “would you also be interested in Product b?”

The result is that the client thinks to themselves “I have just committed to buying product a, which matches my needs and is therefore of use to me and so I will spend some money on it.  Product b, seems to be an add on which I had not thought about and certainly not budgeted for, so NO THANKS”.  It is the same scenario when cross-selling.  By introducing something else after having sold the first product or element to the service pretty much always gets the same result unless the sales person is lucky!  I am always reminded of the shoe shop example.  We buy a lovely new pair of shoes and are then asked when we get to the cash desk, would you like to buy some “waterproofing cream” for your shoes or some such product.  At that moment, we do not think for one minute that we will need it.  We have never needed it in the past (or have forgotten that we did need it once) so we see this as an annoying effort by the shoe shop to take more of our money.

So what is missing?  If you want to upsell or cross sell, your whole sales strategy must reflect this and do not simply add on options.  Use questions to develop more than one need.  When selling training solutions, I will try to develop two conversations, right from the start.  If the enquiry is about sales training, for example, I will ask questions about their managers, (and vice versa) this will start to create a need for both.  If it does not the opportunity for cross selling is reduced.  The point is that when trying to upsell and cross sell the client/customer must have a need for everything you are selling.  After selling the “lead” product, add ons, extras, options are not attractive to a buyer. Their needs have been matched and they have committed to the first product. They do not think they need anything else.  More questions will create more needs.

In conclusion, to upsell, a sales person must develop existing levels of purchase.  To do this a need to buy more must be created, rather than more being offered!  To Cross sell, a sales person must create a need for a customer to buy another product from their range.  Instead of assuming that they will want to do this, a new level of need has to be created.  Remember, I have one need for shoes, I have another need for polish!

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Increased Interest in Management & Leadership Training – Bill Osmond

Posted by RuthTiffin
Tuesday, October 13th, 2009

bill-osmond-squareA noticeable trend in the type of enquiries we have been receiving has appeared.  Over the last few months Phoenix Training and Development has seen a steady increase in the amount of Management and Leadership enquiries that we receive.  As a company we have always offered both Sales and Management training and have sought not to specialise in one particular area.  Sales training would always dominate our enquiries, that is until this year.  We are now, for the first time, providing more Management and Leadership training than any other subject.

Clearly during a recession, many training budgets are cut and any money spent has to be carefully considered.  It appears that the general trend is to invest in one’s managers.  To me it makes absolute sense.  It is the managers that will influence higher levels of performance within a team.  Too often money is spent on a sales team for example, in an attempt to increase performance, however if unsupported by the management team, much of this investment can be wasted.  We have found that by combining sales training with a really strong management development programme, results are much, much better.

Managing a team in an economic downturn is extremely challenging.  Motivation is generally lower, there is negativity everywhere and managers are really tested.  I am delighted to see this trend towards investing in managers and training them to ensure that they can deal with the problems and situations they are confronted by.  The response I have had from recent management groups, is that they are excited by what they are learning and recognising that, even though general levels of motivation are lower than they’d like, they can see ideas, techniques and skills that will help them.  Middle managers are often expected to be motivated and expected therefore to motivate their team members.  They need support as well!  Training helps to motivate managers and therefore have a positive effect on their teams which of course effects the level of its achievement.  I am pleased that management training now appears to be regarded as very much “results focused” and not something a bit “touchy feely”.

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