New Movie Has 3 Great Lessons for Salespeople and Sales Managers

Posted by Dave Kurlan on Mon, Jan 18, 2021 @ 16:01 PM

The Trial of the Chicago 7' is as timely as ever - The Stanford Daily

Among all the product shortages we have experienced in the past ten months, there has been no shortage of crappy movies.  It's almost like the movie studios decided to release all the movies filmed in the past several years that weren't ready for prime time and hope that people would stream them at home during the pandemic because we had watched everything else.

One exception to the crappiness of 2020 movies is The Trial of the Chicago 7.  This article is not a review of the movie but it was a terrific film and worth the time to watch it.  As good as this movie is, it comes with a bonus because it also provides three exceptional lessons for salespeople and sales managers.  Let's take a look!

It's Decided

How many times have you worked a sales opportunity when at some point late in the process you finally determined that the decision had already been made and it wasn't you? The prospect invited several competitors to engage, went through the motions, and led them to believe they had a chance. You may have been a better overall fit, had a better solution, more of the needed capabilities, a better warranty, been able to deliver more quickly, had better pricing and terms, better references and more. Despite all that, none of it was going to make a bit of difference because the key decision maker, who they wouldn't let you meet, had a relationship with someone at one of your competitors and for optics, your contact was tasked to involve three other companies.  Another version of this occurs when your contact is the decision maker but engages competitors so that the process has the appearances of being fair and objective to anyone who might be checking in on them.  In either scenario, the decision was made before you got involved and nothing that you said or did was going to change that decision.  In the movie, the judge went through the motions of the months-long trial but it didn't matter how much proof of innocence the defense provided because the judge refused to let any of it be heard.  Someone above him had already decided what the outcome of this trial would be. 

The lesson is that if you are going to fail, you must fail early!  That requires thorough qualifying and inspection as to where you stand versus your competitors, questions and statements that most salespeople fail to ask,  like:

  • In my experience, when a potential customer won't let me meet the decision maker it's usually a pretty good indicator that I won't be getting the business
  • Decision makers for our solutions usually have a strong existing relationship with companies like mine, and Jim (the decision-maker) doesn't have a relationship with us, so who does he have a relationship with?
  • I'm getting the feeling that even if we can prove that we have a superior solution, you won't be working with us

According to the data from Objective Management Group (OMG) and the 2,051,794 salespeople they have assessed, 59% of all salespeople can't ask those questions because their need to be liked prevents them from asking a question that could cause their prospect to no longer like them.

See OMG's data here, filter by industry, see how your salespeople compare.

You're a Pawn

How many times have you worked a sales opportunity where your prospect was so interested that they requested a proposal or quote earlier than you expected?  You probably believed that you had a really strong opportunity, thought this would be an easy one and forecast it to close within 30 days.  Unfortunately, your prospect had an incumbent vendor that they planned to retain but needed the extra quotes to either make it appear that they collected three quotes or they were trying to keep the incumbent honest.  Had you quoted the lowest price, the business wouldn't have gone to you; they would have shown the quote to the incumbent and demanded that they match it if they wanted to keep the business.  In this scenario, you were being exploited. In the movie, the first two jurors that were sympathetic to the defense were removed under false pretenses.

The lesson is that when a prospect moves too quickly to a quote or proposal, you need to ask better qualifying questions, like:

  • Who do you usually buy this from? (XYZ)
  • Why didn't you call them?  (We wanted to explore our options)
  • In my experience, companies that are happy with who they are using don't usually take the time to look for options.  (They get defensive)
  • Why did you call us? (You were on the list)

They will probably tell you that yes, they are happy, but if you come in with a better price they would consider moving the business to you.  THAT'S YOUR CUE CARD!  It's not a sign that they're about to buy from you; it's a sign that they're NOT going to buy from you.  You should immediately say, "Based on experience, it sounds like you just need a quote to keep the other guys honest."  If you're face to face I suggest writing a random number on a napkin and handing the napkin to them.  If you are virtual, you can email them the same thing.  The point is, don't take the time to work up a quote, and don't take the time to produce a proposal. Just say, "No thank you." 

According to more of OMG's data, only 30% of salespeople have selling value as a strength.  Additionally, only 36% are able to control their emotions and at this point the sales conversation calls for staying calm and selling value.  Most salespeople lose the business because of the value selling skill gap and weakness controlling emotions.

See OMG's data here, filter by industry, see how your salespeople compare

For Sales Managers - The Expert Debrief

In one scene of the movie, the defense attorney was cross-examining the assistant to the mayor, a witness who said he was offered $100,000 to issue a permit to protest, and the request was a bribe, not a joke as the attorney suggested.  The attorney asked a bunch of questions that sounded something like this (it's from memory so the words that come after "when you called" might not all be exactly what was said):

  • When you called the US Attorney General what did he say?  (I didn't call him)
  • When you called the FBI what did they say? (I didn't call them)
  • When you called the Attorney General of Illinois what did he say? (I didn't call him)
  • When you called the State Police what did they say? (I didn't call them)
  • When you called the Chicago Police what did they say? (I didn't call them)
  • When you told the mayor what did he say? (I didn't tell him)
  • So if you didn't tell anyone then you must have believed the offer to be a joke.

This is absolutely the most powerful way to debrief salespeople.  Assume they did what they were supposed to do by asking, "When you asked what it was about their current vendor that they were unhappy with what did they say?" Continue to ask questions using, "When you asked..." about everything they should have asked until your salesperson says, "I didn't ask that."  Then you can learn whether it's because the salesperson didn't know to ask that question or knew to ask but was uncomfortable asking.  And finally, why was the salesperson uncomfortable.  Then, and only then, does the coaching actually begin and it begins with a role play! 

More of OMG's data says that only 7% of all sales managers can debrief, coach and role play effectively.

See OMG's data here, filter by industry, see how your salespeople compare

If you want to learn to coach like that - and there are so many examples of how to properly debrief and coach, join me for my annual public (virtual this year) 3-day Sales Leadership Intensive from May 19-21.  Register here. You'll be glad you did!

Topics: Dave Kurlan, Consultative Selling, Sales Coaching, asking questions, selling tips, sales lessons, chicago 7

The Second Most Important Sales Lesson of My Life

Posted by Dave Kurlan on Thu, Sep 08, 2016 @ 15:09 PM

book.jpg

Earlier this week I posted an article that told the story of the biggest sales lesson of my life.  I received so many emails about that article because it seemed to really resonate with my readers.  Yet, as much as it resonated, there was one question that several of them asked in their emails.  They wanted to know why we were in that tenement building in the first place.  And the answer to that question leads me to the second most important sales lesson of my life.

The year was 1974 and as a very young salesperson I assumed that I should target families that were financially secure.  After all, that cutlery I was selling was very expensive and only the well-to-do could afford it.  We were taught to sell complete sets - $175 or so back in 1974, which equates to around $675 in 2016 dollars.  Pricey knives!  This is what happened.  I called on 100 couples of means - all known to me as family, friends, relatives or acquaintances.  They all purchased from me but not one of them bought the complete set.  Almost every one of them bought a single knife.  My average sale was around $15!  Now, I certainly understand had I not been known to them they might very well have purchased nothing from me, but felt obligated to buy something, and bought the least expensive thing they could.  It's also possible that they were all frugal, believing that a single knife could do the work of 10.  And it's also possible that my sales managers knew what they were talking about when they redirected me to young couples and teenage girls that didn't have any money.  

By that point I had run out of family acquaintances and as long as I had to begin knocking on the doors of strangers, why not broke strangers?

The other big lesson I learned was around judging.

I couldn't use where they lived, the size of their homes, the cars they drove, what they earned, or how they furnished their home as a predictor of what they could or would spend.  And $5 per week for the first nice thing a young person would ever own was much more appealing to someone who had limited income, than additional nice, but seemingly unnecessary thing to someone who had plenty of income.  Targeting is important but making assumptions about who you target will get you into trouble.

Those early lessons apply today, in B2B selling, just as much as in 1974 in B2C selling.  For example, a startup, operating out of a one-room office, may have more urgency to buy a product or service than a mid market company generating $150 million annually.  To the buyers of products and services, there are three categories:

  1. No Interest
  2. Nice to Have
  3. Must Have

When companies do demos to generate interest in their products, scenarios 1 and 2 will be the most common outcomes.  That's the primary reason why sales cycles are so long and win rates are so low.  However, when the same company uses a consultative approach, uncovers their prospect's compelling reason to buy and sells value, they will often create a scenario where their product becomes a must have.  Once your product or service moves into must have territory, your prospects will find the money.

Companies with cash often won't spend it on your products or services because if it fails to be viewed as a must have, they can easily put off the joy of something that is merely nice to have when the pain of installation, training, change, and push back make the purchase undesirable.

In order to cause your prospects to believe that they must have your product or service, you must take a consultative approach.  There is simply no other way to get there.  Most salespeople don't sell that way, relying on demos, product knowledge and price to get prospects to take action.

You can train the salespeople you have and it will take the better part of a year to get them there.  It's not the easiest way to sell.  Or, you can hire salespeople who already know how to sell that way.

Topics: Dave Kurlan, Consultative Selling, sales lessons, sales tips

Why Salespeople Need to Negotiate and 10 Other Timely Sales Lessons

Posted by Dave Kurlan on Thu, May 05, 2016 @ 12:05 PM

negotiation-1.jpg

Regular readers know that I have written more than 1,400 articles to help them better Understand the Sales Force.  Some of the articles won awards.  A few were stinkers.  I intended for all of them to be very helpful and I believe they are.  Over the years, some of my favorite articles were completely overlooked, getting relatively few reads compared with the most popular articles that were viewed by tens of thousands of people.

Today I wrote an article for LinkedIn that not only explains Donald Trump's rise to presumptive GOP nominee, but identifies ten, great selling lessons associated with his rise.  It doesn't matter whether you love, hate or are neutral to Trump, I invite you to read my observations and lessons and contribute to the conversation.  You can read the Trump article here.

Speaking of lessons, when salespeople miss key milestones in the sales process – and they are often missed – it leads to proposals and/or quotes that rely on guesswork instead of facts, assumptions instead of agreements, and hope instead of acceptance. When salespeople send proposals to their prospects, they hope the proposal will do the selling for them, but it causes one of four things to happen instead. An article I wrote that appears today on the Selling Power Blog identifies those missed milestones and the four things that happen instead.  You can read the Selling Power article here.  

 

Topics: Dave Kurlan, sales process, sales lessons, time management, negotiating, sales groups on linkedin, Donald Trump, sellingpower, sales milestones

How to Find More Sales Opportunities (without Cold Calling)

Posted by Dave Kurlan on Fri, Jun 19, 2009 @ 05:06 AM

The two biggest problems for most companies right now, in this economy, are delayed closings and not enough new opportunities.  I've tackled delayed closings, so today, with a little help from my friends, I'll tackle not enough new opportunities.  I mentioned in my last post that (most of) you need three times more opportunities than ever before to make up for the late stage opportunities that aren't closing right now.

Rick Roberge, The Rainmaker Maker (did you ever click the link up top to read the Rainmaker Maker Blog?) was my guest on the most recent episode of Meet the Sales Experts.  Rick has had quite the sales career and your salespeople will find this show quite helpful.

Here are some of the highlights from my interview:

Rick talked at length about several additional ways to find new opportunities but stressed that they are all supplements - not replacements - for cold calling. Among them he included:

* Blog
* Hang out where they hang out
* From people who will say nice things about you or your company
* Someone else's customers
* Orphan accounts
* Centers of Influence
* Networking

 

Speaking of Networking, Rick's shared his Secrets to Successful Networking. He said the biggest mistake salespeople make is that they do not follow up!  He said it is not part of their plan and he gave this formula for Networking Success - 2x2x48.  Listen to the show to hear what that means!

Rick discussed the lessons he learned about rejection from his early days in sales.  You see, the biggest obstacle he had to overcome was his shyness and since he still battles that problem to this day, he not only knows how to get around it, he shared it on the show.


Rick's view of successful selling boils down to this point: "It's not ever about you, your company, or the owner.  It's what your prospect needs.  Until salespeople make it all about the customer, nothing happens."

Rick also shared his Rule of Low Hanging Fruit, his Magic Sales Lesson and his concept of Clique Selling, which he learned about in B2C sales but he says still applies to B2B sales.

So while a major emphasis in sales development is to make salespeople more effective on the phone, there are other things you can have your salespeople doing to find more opportuntities today.

On the next edition of Meet the Sales Experts my guest will be Sales Development Expert Casey Coffman, CEO of The Coffman Group. Listen in on Thursday, June 25, at 1 PM ET. Click LISTEN LIVE. If you can't make it, check back after June 27th and click this link.

(c) Copyright 2009 Dave Kurlan

 

 

Topics: Dave Kurlan, sales, selling, Salesforce, Sales Force, sales lessons, improve sales, sales tips, Rick Roberge, Rainmaker, Rainmakermaker, networking

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Best-Selling Author, Keynote Speaker and Sales Thought Leader,  Dave Kurlan's Understanding the Sales Force Blog has earned medals for the Top Sales & Marketing Blog award for nine consecutive years. This article earned a Bronze Medal for Top Sales Blog post in 2016, this one earned a Silver medal for 2017, and this article earned Silver for 2018. Read more about Dave

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