| A
unique prescription for the art of selling, designed to prepare
the sales professional for unparalleled success in the new millenium.
Contents
"Why
You May Want To Read This Book" (an
excerpt from the book)
"Chapter
One: Select Your Targets" (an excerpt
from the book)
"Finale:
Now That You've Read This BooK" (an excerpt
from the book)
Download
an Acrobat PDF of the Contents, Foreword and Chapter
One. (120k)
CONTENTS
Foreword
Why You May Want to Read This Book
Part One: Laying the Groundwork
1. Select Your Targets
2. Creative Intelligence
3. What's It Worth?
4. Nothing to Lose
5. Involvement for Identity
Part Two: Working the Plan
6. The Critical Moment of Truth
7. Expanding Your Perceived Playing Field
8. Dare Yourself To Be Different
9. Why They'll Listen When You Talk
10. Entering On a Different Plane
11. Stories, Stories, Stories...
Part Three: When the Floodgates Open
12. Leveraging Each and Every Success
13. Secure Your Future By Securing A Champion
14. Keeping the Partnerships You Develop
15. Why the Competition Can't Compete
16. Lights, Cameras, Action!
Finale. The Danger Now That You've Read This Book
Things Will Never Be the Same
FOREWORD
Why You May
Want to Read This Book And Why You Need To
Through several
decades of training thousands and thousands of sales "professionals"
in all industries and at all points in their careers, I have come
to appreciate the reality that few of these sales people, if any,
have made a conscious effort to take their careers to another level.
What do I mean?
Simply put, there is no effort or gameplan to build a path to leverage
their daily activities and make their day to day "job"
easier, more fun, and more exciting from a personal growth and financial
standpoint.
The end result
is the #1 killer of any potentially successful sales career: BURNOUT.
The daily grind never changes, never produces significantly improved
results. "Make more calls, see more people," the
manager says. Work harder, work longer—it never changes.
Experience the same level of success—and the same never-ending
level of rejection.
This book will
end all of this. It is about a plan—a plan to extend your sales
longevity. This book is all about thinking and acting strategically.
It is all about a gameplan and a strategy to take your sales career
to a level you never imagined you'd attain—or if you did,
you weren't sure how to get there!
Through a process
that teaches you to work smarter and more effectively, you will
enable yourself to leverage every move you make in your sales career.
By reading this book and working the plan, you will experience a
rejuvenation in your career you never thought possible, regardless
of your current tenure in the sales profession.
A personal benchmark,
and one adopted by the graduates of my professional sales program,
MindsetMARKETING, has become the following: When my clients call
me before they even consider a buying decision that relates to any
products or services I bring to the table, I have truly become their
partner, and I have really become a trusted partner.
This is where
the playing field changes and when you will truly agree that "Sales
is not a numbers game!"
BACK
TO TOP
CHAPTER
ONE
PART ONE: Laying
The Groundwork
"The
most sophisticated sales system and the hardest efforts in the world
will not take the place of proper intelligence, proper investigation,
and the building of the right multiple-person relationships within
your target organizations."
Chapter
one: Select Your Targets
Begin
Before You Begin. It was quite obvious when we sat down
and thought about it. We were able to grab the business of UMP,
Inc. through an existing contract with our parent company. UMP,
Inc. was a unique company. Although they employed thousands of workers
in the area, they had hundreds of facilities dotting the landscape.
Around every corner, it seemed, was an UMP facility. That was great
for us. Everybody knew somebody who worked for UMP, or at least
they passed an UMP building (and sign!) on their way home, when
they went shopping, or on the way to church on Sunday morning.
The other two
largest employers in the area were the state and federal governments.
So, we needed to capture a piece of business with these "big
three" and we'd be established. It sounded easy enough...
On top of this,
several key employers completed the domination of the market: Strike-Aid
(a large national drug store chain), Skinney Shoes, and a large
healthcare conglomerate. Grab these, and the rest would surely fall!
Even before
we made one phone call, one sales call, or prepared one proposal,
we knew who we were attacking and why. This was the foundation
of a solid gameplan: Focused targets, no wasted energy. We would
not attempt to tackle every opportunity in the market at once. That
would come—in time. It would all be a part of the "bigger"
plan.
Sounds easy,
doesn't it. So why do so few sales professionals give this type
of strategic thought process any attention? Probably because "the
heat is on" to immediately to go make a sale. This "heat"
is, at least partly, self-imposed. The hardest thing for a salesperson
to do, by nature, is stop and think—I mean really think!
One of my most
important mentors taught me early in my career about the importance
of setting aside time to think. He would say, "You need
to set time aside, everyday, to just lock yourself away and think.
Not a lot of time—just ten, maybe twenty minutes." The
truth is, it works! So thanks, Frank. It really does make
a tremendous difference.
My research
on my target prospects was not rocket science—it was clear
thinking. Clear thinking about several critical subjects:
- what the
benefit of my products and services really is.
- how the dominant
employers in the area can use it.
- who I needed
to reach to get a "big" decision.
- how I would
"work" each target to get to the next one.
Let me explain....
UMP's business was worth having merely to say, "We do
all of UMP's business" to any potential client. They became
our showcase. Our opening line became, "We'd like to share
with you the kinds of things we're helping UMP solve more
effectively..." And it worked. Instant credibility—instant
access.
Well, not exactly
instant access, but that's what the rest of this section of the
book is all about. The key is that it became a calling card that
opened doors, when used effectively. It helped that UMP was a very
progressive and forward thinking company that was highly regarded
in the community. It also helped that UMP loved being our showcase.
They were smart—they realized that as long as they were our
showcase, we'd be bending over backwards to make them happy,
and keep them happy! A real win-win situation for both of us.
The other key
was getting to know as many people as possible within the UMP organization.
Directly and indirectly. We called it "reach out and touch."
Don't worry about who or why, or the possible outcome. Just
go out and share the message: We are your partner and we want
to know more about you.
This "philosophy"
led to amazing things: meeting very senior level people (who it's
always good to know), invitations to come speak to departments,
the "heads up" on key projects, and more. However, the
most important end result it led to was high visibility, and
the impression within the organization that we were doing even more
business than we really were. We all know that perception is reality,
so guess what? We just kept getting more and more business. The
"mushroom effect" naturally took over!
I had a very
unique "method" of making the mushroom factor work. Whenever
I was heading into a new building or area for the first time, I
would immediately ask the receptionist, "Can you please
point me in the direction of the restroom?" Of course,
they were very happy to do so.
This was my
opportunity to explore. What does the place look like? What do people
really do? Which of my competitor's products and services are on
people's desks? With whom should I just start a casual conversation?
This is the best "creative intelligence" program
ever invented!
This created
a very unique reputation with my new salespeople. At their first
sales meeting, everyone would ask them, "How was your first
day out with Bill?" Inevitably they'd respond, "Oh,
it was great, but he's always stopping to use the restroom and I'd
always be waiting for him." That would produce a unanimous
chuckle among the staff, followed by the explanation.
Of course, while
you're having fun with this unique and effective approach, you can't
forget that you're not out of the numbers game—yet. So you
still need to be looking at and landing business with the traditional
"sales" methods. Don't ignore the rest of the market just
yet. Make your calls, see the other prospects, land some other business
to pay the bills. But not for long....
Chapter 1:
The Successful Seven™ Action Steps to Increase The Odds:
1. Identify
your "UMP, Inc."
2. Create a
"win-win" opportunity for both of you (and let them know
why!).
3. Leverage
your "UMP" on the next highest potential targets.
4. Initiate
"creative intelligence" opportunities.
5. Strive for
high visibility.
6. Work the
"mushroom effect."
7. Stay in the
numbers game—for now.
BACK
TO TOP
FINALE:
Now That You've Read This Book
"If you have
internalized the concepts within this book, you now face several
dangers. Your most significant challenges will come from two sources:
Yourself and your boss. The challenges will not, however, come from
your clients and prospects!"
Things Will
Never Be The Same... So You Need To Understand Who's Changed
The fear of
the unknown—but not yours! When a sales person completed Mindset
MARKETING™ (my sales training program that is the
companion to this book), I would inevitably receive a phone call
from their manager—especially if the manager kept a close
eye on their sales team's activities and activity level. The
call usually proceeded in one of two directions. Ted was one of
those managers—firmly planted in the numbers game....
"Bill, this
is Ted Proctor," was how the conversation began. "Chuck Johnson
just completed your course. He's set some appointment with some
pretty high level people in the big companies around here. I don't
know what you guys did in that class—but I couldn't
even get in to see these people."
I knew what
was coming next, since I had heard it time and time again. "I
told Chuck, I'd go with him on the appointments. I mean, this is
the only shot we'll get, so we need all the firepower we can muster.
I don't want Chuck to feel the pressure." Then came the killer
line. "Besides, if he can't close 'em, the two of us should be
able to get the job done. But then Chuck asked me not to
join him!"
So what do you
do in this situation? It's the classic case of the sales manager
and the sales person being on a different plane. What would happen
if Ted joined Chuck on the calls?
For one thing,
the battle to Increase the Odds would end quickly—without
a victory, or even the first small battle won. The high level decision
maker's trust and confidence in Chuck would be violated. Chuck and
Ted would be viewed as a pair of sales pros trying to close a big
one. I had to react quickly to Ted—and dramatically!
"Ted,"
I responded, "let me ask you a question. What are these accounts
worth to you? I mean really worth—in potential new business
over the next 12 months?" I let Chuck think about it for a minute.
"About a
million dollars, minimal," was his response.
"Ted, you're
welcome to join Chuck on these calls. After all, you are his manager.
But if you join him, be prepared to kiss the opportunity to get
this business good-bye." I just waited for the response....
As always, Ted
was stunned at my reply. He couldn't understand why I would say
this to him. After all, Ted was a customer of mine. So I would explain.
"Ted, you
just invested significant dollars to have Chuck complete my program.
Now you see him producing some good results, even though they are
preliminary." Then I added, "Would you agree?"
"Absolutely,"
Ted responded, "that's why I need to go with Chuck. Why do
you not recommend that I join him?"
"Ted, you
did not experience what Chuck just experienced in the program. You
have no idea of how Chuck is achieving what he is achieving. More
importantly, you have no idea of what Chuck's next strategic move
will be—especially when he gets in front of these high level
individuals," was my explanation to Ted. I could sense that
he was beginning to accept my rationale.
"So what
should I do?" was Ted's next question.
"Allow Chuck
to 'do his thing.' Support him when he needs help. Don't force yourself
on him," was the advice I offered to Ted, along with the most
important piece of information I would leave with him. "Give
Chuck a good 45 days. If you don't see progress towards the businessÑand
I mean real progress that you feel indicates that you are
moving in the right direction, call me."
Ted agreed.
I knew, however, that it would be a hard thing for him to do, especially
since he was a quality sales professional and he was Chuck's sales
manager.
It was time
for Ted to begin to measure Chuck's performance based on results,
not activity level. For any sales manager, this goes against the
grain of basic, fundamental sales management—at least in the
majority of cases.
For Chuck, the
days of calls, calls, and more calls were over. He was exiting the
numbers game, and entering the mindset game. Although the playing
field had changed, the measurements of success were still the same
in the end: volume and profitability of business.
The "interim"
measurements had transformed. Instead of the number of calls and
the number of appointments (and possibly number of proposals delivered),
the measurements became:
- number of
high-potential targets identified
- amount of
creative intelligence gathered
- number of
successful high-level contacts completed
- number of
appointments with senior level executives
- number of
champions secured
- size of
the circle of influence
- level of
involvement in community and professional organizations
- size of the
"Wall of Fame"
- frequency
of executive roundtables
- number of
high level referrals
........
Benchmarks upon
which to measure success for a sales professional who is exiting
the numbers game once and for all quickly become documented results,
and continually improving results, in the areas listed above.
There was, however,
one more "danger zone" for Chuck to be aware of, and for Chuck to
constantly battle. This second "danger zone" was Chuck himself.
You have the
same challenge. Now that you have experienced the power and effectiveness
of Increasing the Odds, one of your major challenges will come from
yourself. You will find yourself slipping back to your old ways
of doing things, and attempting to take shortcuts.
Remember, you
have a choice. It will be your choice to either fall back into the
numbers game or to continue on your new path of continually Increasing
the Odds, in order to change your professional selling career forever!
Copyright ©
2001 by William J. Concevitch. All rights reserved.
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