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Our sales training industry experts have been "the fly on the wall" for a considerable number of sales teams throughout their sales negotiations. As the result of these observations, they've discovered three criteria which are key for the success of a salesman. This posting outlines the 3 elements and also the reasons behind them.
The first element is what clients and sellers discuss in the course of the selling discussion. The question of who speaks most during the discussion is comparatively unimportant. The winning sales man tends to make it her objective to communicate to the customer about the products she would really like the prospect to order, and she ready to take as long as is necessary to go over the points.
Basically, you will find two varieties of discussion - sales discussions and non-selling discussions. During sales discussions, the parties involved focus on business details and they discuss 1st and foremost the subjects, which the sales man raises. In non-selling discussions, sellers and potential buyers speak about lots of things, but not about the products or issues, which might be at the center of the commercial arrangement. They speak about the supply date or invoicing arrangements; they have a talk concerning the prospect's taste in cars or perhaps the football match played the previous weekend.
Where side issues are allowed to turn into the main subject of the discussion, the orders are usually small, or there may not even be an order. Obviously, it is true there are usually problems or questions to be dealt with, and it's often impossible to stop the customer losing himself in small talk. Nevertheless, the sales man who's conscious that he has to focus on the products knows the way to kill off the small talk speedily, so as to spend his time on negotiating a sale of his goods.
Psychologically, what is happening is that the moment a salesman makes a visit, she generating a demand on the buyer's time and attention. The client makes a decision as to how essential the salesman's visit is, just how much time to devote on it and how best to make use of that time. As soon as the customer recognises that the salesman knows his business and can also be trusted, she gets down to business as fast as possible.
If she suspects that the salesman doesn't understand her job or is in any way unreliable, then the client who does not wish to negotiate or to place an order often uses the time to eliminate some of her own pent-up frustrations, as an example with the Finance Department in her company or perhaps with his very own customer. She talks about tiny issues, and skirts round the major issue, namely the purchase.
All the sales teams observed by our sales training specialists planned their journeys and routes extremely meticulously. Even so, the big difference in how well sales people manage their time starts the moment they walk through the customer's entrance door.
It's very unusual for the sales man to be received without waiting. The issue is, how long does the sales man wait around or allow himself to be kept waiting? A lot of sales men wait patiently for twenty to thirty mins, until finally the client brings them in. Sadly, in these kinds of scenarios the discussion frequently leads to a tiny order only, or it might not create an order at all.
The rule of thumb is that the more time a customer lets a sales man wait, the much less serious he is in the discussion. In addition, as the waiting time lengthens, so the sales man's feeling of self-worth and self confidence increasingly evaporate.
A intelligent effective salesman for that reason does not wait for a longer period than five, six or 7 mins, then she seeks out the customer's secretary and reminds her that he has an appointment. Either the buyer agrees to see him straightaway - which is frequently the situation - or he rearranges the appointment for the same afternoon or the following day.
The end result of the discussion usually depends on how a salesman reacts to interruptions. A great number of salespeople find themselves in the situation in which the discussion is repeatedly interrupted, frequently for prolonged periods of time at a stretch.
The sales man who sits there patiently and puts up with the many interruptions is rarely rewarded. The effective salesman refuses to go along with this waste of his time. Following a couple of interruptions, he finds a method to break off the discussion politely. Generally the buyer is only too happy to go along with the idea that the discussion should be put off till another day.
A great number of sales men believe that the results of the very 1st call of the morning indicates how the remainder of the day will turn out. Interestingly, this forecast is typically right. Having said that, in such instances cause and effect are being confused. Of course every single discussion which doesn't generate a purchase, particularly very 1st thing in the morning, has the effect of depressing the sales man's spirit. The poor sales man asks himself whether, after all, he's really in the right frame of mind for selling today. He has already begun to lose passion and also the drive to succeed.
Our sales training authorities comment that in the many negotiations they observed, it was just the poor sales men who give up trying through the rest of the day, in the event the outcomes of the very 1st visit were disappointing. The effective salesman shakes off an early setback, and sets about his next calls with just as much passion and motivation as he made the very first. Usually it is the case that the initial success only happens towards midday, after 2 or three unsuccessful calls.
The strong sales man is also recognised by the fact that he regards his lunch break only as an unavoidable interruption in his selling activity. He is satisfied with a brief sandwich, and rapidly gets on the road to see the next client. The bad sales man, on the other hand, frequently wastes a lot of time over the lunch period grumbling about the way in which the day is going. When he eventually gets back on the road again, he's talked himself into not expecting a great deal to come out of the afternoon's calls - and he frequently proves himself correct.
So, in conclusion, you will find 3 essential differences in the behaviour and methods of a successful sales man. These behaviours can be learnt by attending a good sales training course.
