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Archive for the ‘Summer Selling Season’ Category

Summer Momentum Project

Sunday, July 11th, 2010

We here in the northern hemisphere are experiencing the dog days of summer.  If you haven’t taken a vacation yet this summer, shame on you.  Immediately stop reading this and find a beach house - minimum stay 7 nights.  If you are back from vacation, then continue reading.  It really doesn’t take a lot of extra effort to gain the competitive edge.  It simply takes a few strategic moves to create momentum that will reward you when others are just getting back in the game.  Now, mid-July, is the time to take action.  You have a good 6-8 weeks to get a headstart that you will not regret.

Check out the Meeting to Win ideas for heading into the next selling season with a head of steam:

Click on this link to get a list of ideas:  Getting a Headstart

Sales Team Meeting Idea:

  • Ask everyone to read this blog post before your next sales meeting.
  • Ask everyone to come with their own ideas to add to the list.  During the meeting, create a comprehensive list of ideas.
  • During the meeting, ask each person to commit to 1 or more activities that will make the biggest difference in their momentum.
  • Ask someone to “own” the Summer Momentum Project (leadership opportunity).  It will be their job to monitor and report on the team’s progress until the end of August. 
  • Then, once a month,  Sept – Dec, ask the team to share the results of the SMP.  I guarantee you will have RESULTS!

To get sales team meeting agendas that lead your team through exercises to gain momentum, close more pipeline opportunities and stay motivated during the dog – and any other – days, subscribe to Meeting to Win weekly sales team meeting agendas. 

Look forward to Monday mornings!

Turning Price Inquiries into Value Conversations

Sunday, May 23rd, 2010

(This week’s Meeting to Win Sales Team Meeting Agenda is Price vs.Value.  How do you learn what your client VALUES when all they seem to care about is PRICE?  Join our Subscribers and get a 60-minute Sales Team Meeting Agenda that teaches your team to move past PRICE and onto VALUE.)

I’ve had and witnessed this sales experience countless times.  The most recent was yesterday as I witnessed a salesperson field an inquiry from a prospective customer who said “I’m calling to find out how much your _____ run.”  In this case it was real estate.  Well, for anyone who has ever rented an apartment, bought a house or rented an office, you know that there are about a million variables affecting the price of real estate.  And, now, the variable of the economy takes the logic out of any assumption a buyer may have entering into that conversation.  So, the challenge is answering this short, seemingly simple question in a way that will encourage more conversation instead of a “thanks, that’s all I needed”. “Click.” 

I’ve learned from experience as a customer and as a sales rep that not answering this question is just annoying and immediately puts the salesperson into the category of, well, a salesperson.  The question must be answered.  Next time you get a price inquiry, try something new… answer the question.  In most cases, you will need to do some qualification to determine what solution, service level, etc they will need to meet their needs.  Once you’ve gathered this information , it is great to start with “Thanks for sharing that information.  That will help me give you a more accurate price range that you could expect from us.” 

Then you could begin to intrigue them by introducing your solutions with, “It also sounds like, based on what you’ve shared, that we might be a good fit for you.  Based on this brief conversation, it seems you could expect to invest in the range of $ _____ to $ ______.”  

It is important to share this range unapologetically.  Don’t end your sentence with because we offer this and that, etc.  It sounds like you are apologizing for your price.  To keep the conversation going in a productive direction, you can ask something like,  “Is that within your expectations?

Depending on their answer which is often something like “I wasn’t really sure what to expect” or “That’s about what I’ve been hearing from others” you can proceed to the next step with them turning this price inquiry into a value conversation. The price issue is out of the way leaving room for much more productive conversations. 

To keep the conversation progressing toward value, a next move would be to suggest a next step.  “Based on what you’ve shared so far, it seems we might be a great fit for you.  To make sure you have the information you need on our solutions, I suggest we spend an hour together getting a little more detail on your needs and then I’ll be able to show you specifically how our solution might meet your needs.  We can also get more specific on price after that conversation and you’ll have the information you need to make the decision.”

Now, just get your calendars out and set the date for your meeting.

Sales Team Meeting Idea:

  • Before your next sales meeting, each rep should call a few service companies to ask about price for services they may need - pest control, lawn service, etc. 
  • Each team member should document their experiences and determine what answers made them feel respected, informed and even intrigued. 
  • Document which of these companies would they want to work with based on the way they handled the price inquiry.
  • During the sales team meeting, dicuss these experiences and determine how you can use these lessons in your own price inquiries.
  • For more indepth discussion, exercises and practice on topics like this and many others, join Meeting to Win by subscribing for your own weekly 60-minute sales team meeting exercises, discussion topics and practice activities. 

Toxic Workplace Turnaround

Tuesday, May 4th, 2010

I had the privilege (I can say that now) of inheriting a toxic, dysfunctional, under-performing, miserable inside sales team a few years ago.  I mean this group was bad off!  Everyone was too busy to stop and actually do anything about this small group so the problems just got worse and worse until they were a sales AND HR nightmare.  It was time to do something.  So, lucky me, I was the chosen one to take this team and it’s troubles on.  This team was turned around within 30-60 days and became a model for other teams like it around the country.  I thought it might be nice to share how we made this u-turn in case their are other managers struggling with the quicksand of a team with low morale and low performance.

First, I met with the Sales Manager to hear her side of the story.  The problems were blatantly obviously and I quickly realized that her team ruled the roost and she had little control.  It was like my 4th grade teacher Mrs. Jackson (I won’t even go there!).  She had no control and the team took advantage of her weakness.

I worked with this dedicated (most would have run screaming from this mess by now) Manager to help her gain some control and respect and quickly realized this was beyond her abilities and definitely beyond her comfort.  I was able to work with my leadership and find her another more suitable role in the company where she thrives today.

I replaced her with a lady from another territory who wasn’t even currently in management.  She was in a sales role and demonstrated amazing leadership skills with her customers and internal team.  She was process oriented, genuinely cared about her team and customers and made smart decisions about creating solutions that were good for everyone.  And – she never got run over by her team mates or customers.  In fact, she had successful run and sold a business during her lifetime.  I had a gut feeling about her and, man, was I right!  The rest of the credit goes to her.

The rest of this success story belongs to this new manager.  She immediately did the following things:

  • First, this Manager just spent a week observing and getting to know the team.
  • At the end of her first week, she met with the team and acknowledged what everyone already knew.  It maybe hadn’t been said out loud, but this new manager said it. No one had confidence in this group, no one respected this group and they didn’t operate like a successful team. 
  • She didn’t necessarily make it personal. There are characteristics of successful teams across organizations and this team did not have most of those characteristics – sales process, goals, work time expectations, etc.  She simply pointed this out.
  • She regularly spent one-on-one time with each team member to find out their frustrations, personal goals, skills and motivations.
  • She partnered with me and HR along the way as she began to enforce company policies (tardiness, dress code, etc) and implement performance plans.
  • She quickly identified a troublemaker on the team, gave her a chance to turn things around and, in the end, fired her.  That was the only loss on her team. (A good example for the rest, too!)
  • She very clearly communicated her own performance and conduct expectations as the Manager of this team.
  • She stood up for her team when needed.  This team had done so many things wrong that even when something wasn’t necessarily their fault, the blame still landed there.  This Manager put a stop to that right away.
  • She started a communication plan with the departments her team regularly worked with.  They all became great partners with their extended teams instead of a thorn in one anothers’ sides as they had been.
  • She had confidence in her team’s ability to contribute positive sales results to the organization.  She had charts and posters posted all over the office showing them on the way to or at goals they had never come close to achieving.  They were becoming confident and proud of their contributions.
  • She shared these reports with me so I could “brag” on this team to senior leadership, also.  It was a PR campaign and everyone began to see this team in a different light.  They actually began to figure out ways to utilize their services more because it meant success to them.
  • She stayed very close to the quality and workload of the team and added to the team as they got busier and busier.  She made this a place to work and she had the pick of candidates from an internal pool.  NO ONE wanted to work there even 6 months prior.
  • We paraded senior leaders through there when they came to town to visit and asked our local senior leaders to make this department a regular stop. We realized this was highly motivating for them as they had been ignored and, quite honestly, avoided during the troubled times.  They were really proud of their environment and loved showing it off.
  • In the end, there were a successful team with clear sales activity and professional expectations, they were accountable to activity and sales goals, followed a repeatable sales process, executed a consistent internal and external communication plan, celebrated wins, examined losses and are enjoying successful careers today.

Being part of this team could have been a huge setback in the young careers of these inside sales people.  Instead it was an experience that launched many great careers.  The key throughout each of our steps was communication.  We communicated daily and sometimes hourly in the first 30 days.  It was so bad we actually considered shutting the doors and starting over.  It turned out to be one of the best experiences of my career.  If you are faced with a toxic team, partner with your boss and HR team and get them turned around this month.  It takes a lot of energy, heart and even tears, but it is so worth it.  That team isn’t happy being miserable either – they just don’t know how to fix it.  Step in and improve the lives of each and every one of them – including you.

Good luck!

This post brought to you by Meeting to Win.  Have positive weekly sales team meetings by subscribing to Meeting to Win Sales Team Meeting Agendas.  Coming soon – The Summer of Momentum.