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NZ’S E-MAG FOR SALES LEADERS | WWW.NZSALESMANAGER.CO.NZ
JULY | ISSUE 96
There are three certainties in life. Death, taxes and a manager, asking if you've sent the client a proposal yet.
Do You Want a Proposal With That?
02 | www.nzsalesmanager.co.nz
From the EditorIf you haven’t caught up with what’s
new recently, then check out now the inaugural New Zealand Excellence
in Sales Awards (NZESA).
This is an initiative of Stuart Edmunds, the founder of the New Zealand Institute of Sales, which aims to elevate the sales profession in New Zealand.
If you are driving sales improvement in your organisation, then this really is a must for you to nominate an individual or your team for their outstanding salesmanship achievements in all aspects of sales strategy, planning and execution.
ABOUTShort and sharp, New Zealand Sales Manager is a free e-magazine delivering thought provoking and enlightening articles, and industry news and information to forward-thinking sales managers, business owners and sales professionals.
Well done Stuart for bringing these much needed industry awards to reality, and with the collective energy and passion of those organising and supporting it, I’m sure it will be hugely rewarding occasion to be part of.
PNCONTACT/SUBSCRIBE&SHARE
W www.nzsalesmanager.co.nz
EDITOR Paul Newsom
ART DIRECTOR Jodi Olsson
GROUP EDITOR Richard Liew
ADDRESS NZ Sales Manager, C/- Espire Media, PO Box 99758, Newmarket, Auckland 1151, NZ
RICHARD LIEWManaging Director
021 123 [email protected]
ISSN 2230-4762
CONTENT ENQUIRIES Phone Paul on 021 784 070 or email [email protected]
ADVERTISING ENQUIRIES Phone Jennifer on 09 522 7257 or email [email protected]
SUBSCRIBE AT www.nzsalesmanager.co.nz. It’s free!
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04 | www.nzsalesmanager.co.nz
JULYcontents
THIS MONTH'S MUST READ...............................................................................................................6DO YOU WANT A PROPOSAL WITH THAT?
WHY ‘SALES BEST PRACTICES’ CAN BE ANYTHING BUT.........................................................10
DON'T SELL YOURSELF A MYTH....................................................................................16
TWO MINUTE TOP-UP.......................................................................................................................20HOW TO REFRAME FAILURE TO INCREASE SALES PERFORMANCE
QUICK FIX..........................................................................................................................................22It’s not what you sell, it’s how you sell
BOOK REVIEW...................................................................................................................................24Act like a Leader, Think like a Leader by Herminia Ibarra
CALENDAR.......................................................................................................................25
THE CLOSE.........................................................................................................................................26
06 | www.nzsalesmanager.co.nz
MUSTREAD
Do You Want a Proposal With That?
This unsolicited proposal behaviour is getting worse, not better with many CRM systems requiring a tick in the box for a sent proposal before it recalibrates the magic opportunity
management machine. There are two massive opportunities to differentiate, save time and give the client what they really want in order to make decisions.
Words by Elliot Epstein
There are three certainties in life. Death, taxes and a manager, asking if you've sent the client a proposal yet.
1
www.nzsalesmanager.co.nz | 07
Stop offering to send a proposal You're on the last dregs of your coffee in a meeting with a potential client, and the words come out of your mouth like a boring politician 'on message'.
"How about I send you a proposal?"
"Sure," says the client.
After all, it's not going to require any work on his/her part, and it can be deleted faster than a Snapchat if it's not interesting. So, there you are at 7pm in the office, your boss proudly looking at how hard you’re working.
You've made the perfunctory call to your spouse to say you'll be a little late and spoken to the one kid who's there or awake about how tunnel ball was fun or how the maths teacher was too strict. Then you get back to your 'unsolicited proposal'. What's in it?
Mostly, there isn't enough diagnosis of the client's real needs so you default to a mix of your company overview and the fact you have $40 billion behind you and a global presence (or at least an office in Perth). You add five heaped tablespoons of product, a teaspoon of services, a very mild seasoning of the perceived client's issues together with a dash of testimonials and a pinch of estimated pricing/fees.
It's about as tailored and well-fitting as a $99 suit... in microfibre. It's taken you three hours to do two or three of these; you're tired, and you've got 129 emails still banked up. But your CRM box is ticked! The client receives this wishy washy effluent and reads a quarter of it if you're lucky and then the tedious game of 'Did you get the proposal?' begins. It's worse than watching 'Family Feud'.
If you're doing any of this, please 'STOP IT'. Go home. Have dinner with a client or radically, even your spouse if you're still talking to them. NEVER ask if they would like a proposal.
If they want one, they'll ask for it at which point, please say: "Sure, what would you most like to see in it?". If you really want to send them something, have a tight five slide/page credibility document that you can send in 1.4 seconds and set their expectations for what it is.
2
08 | www.nzsalesmanager.co.nz
Only ever write customised proposals in the client's languageIf the client asks for a proposal and you've double-checked what they want, by all means spend a bit of time and ensure:
• The executive summary is about what's in it for them, not you
• Your biggest, fattest testimonial or logo takes up a whole page
• The language is about their people, their processes, their challenges
• The pricing is clear and has options
• Use pictures of their plant, equipment, locations, maps
• You deliver it in person or over video conference (based on a size of deal you nominate)
Alternatively, they may just want a one pager or a simple quote. Yes, really. Unlike McDonalds profit enhancing 'Fries Question', asking the client if they want a proposal simply wastes your time, possibly theirs and potentially your family's.
If CRM and Sales Manager pain persists, see a doctor... or call me. I'm unlikely to send you a proposal. •
If you really want to
send them something, have a tight
five slide/page credibility document that you can send
in 1.4 seconds and set their expectations for what it is.
Elliot Epstein is a leading Pitch Consultant, Keynote Speaker, Corporate trainer who gets sales results rapidly. He has coached and trained high profile corporates globally in presenting, selling, negotiating and pitching.
www.salientcommunication.com.au
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010 | www.nzsalesmanager.co.nz
Frequently a sales professional’s ears perk up when they hear ‘sales best practices’ are going to be shared in the training course, seminar or breakout session, webinar or whitepaper.
A best practice is defined in Wikipedia (now that’s definitely not considered best practice!): “A method or technique that has consistently shown results superior to those achieved with other means, and that is used as a benchmark.”
Why ‘Sales Best Practices’ Can Be Anything But Words by Stuart Edmunds
www.nzsalesmanager.co.nz | 011
Useful for who? Now best practices can sometimes be useful in a controlled environment with known factors influencing outcomes, a high degree of replication and above all in a specific context. For this reason, many best practice recipes and prescriptions in a complex sales environment can’t be taken too seriously at a level that is going to significantly matter.
Some loose findings and glib writings on the outcome of a sales training vendor-sponsored survey, highlighting findings that are coincidentally aligned with solution offerings in their catalogue, hardly qualifies as ‘sales best practice’ advice.
Much of what is written is at a sufficiently high and general level, that the advice can be applied in any setting. This is very attractive to the author of the best practices, as well as the recipient. At least, that is, to those who don’t challenge the situation or ask deeper questions.
Often ‘best practices’ is used in an authoritarian manner by a self-professed sales guru or ninja as justification for the current position or trend they’re evangelising or boardroom wave they’re surfing.
Perhaps best practices are most commonly pursued to avoid having to reinvent the wheel. Be mindful however that if no-one ever reinvented the wheel, we’d still have stone ones. It can be difficult for sales executives to unlearn legacy based thinking.
Complex sales are certainly far from immune to the rapid changes afoot for both buyers and sellers. Applying maintenance thinking on what others have done to your sales organisation doesn’t lead you radically forward and surely sets you up for a continued environment of mediocrity.
The reality The reality is best practices are nothing more than disparate groups of methodologies, processes, rules, recipes, concepts and theories that achieved a level of success in certain areas. Because of those successes, they have been deemed as universal truths to be applied far and wide. Just because someone says something doesn’t make it true. Moreover, just because that company had success with that initiative, doesn’t mean this company can plug-and-play the same and expect the same outcome. There must be room and an appetite for new thinking and situation specifics.
You should question how this best practice applies with your team, in your company, with your offerings, in your industry, in this economy and with this political landscape. Consider also the buyers of this business culture who follow this procurement process and under these regulatory and legislative considerations. When a reasoned set of challenge questions are applied, you may find the best practice isn’t a one size fits all, and in fact, applying those best practices is definitely not good for sales in your organisation.
012 | www.nzsalesmanager.co.nz
Proceed with caution Some cautionary notes when considering best practices:
1. Cause or effect How are best practices born? Individuals or organisations become known by the actions of the best practice discoverers and advocates, as successful according to some set of results. Then observers study the pioneers to find out what made them successful. The discoverer then selects, by identifying commonalities, what they believe were the causes. That is followed by generalisation of the commonalities, from which point they begin their life as prescriptions, regardless if they are called 'best practices', 'methodologies', 'techniques', 'recipes', 'templates', or anything else.
However, unchallenged, common patterns are highlighted among the observed results, and causal relation is inferred between these factors used in criteria selection in the first place. This correlation can divert what to pay attention to, and every pattern that supports the hypothesis would be preferred over those that don’t.
2. Metrics and measurement If business performance is not measurable, then it’s difficult to justify why it needs improving. This is more than just a top line revenue consideration and should include consideration of collateral impact and associated costs. Also measurement before and after provide confirmation of the effect of the initiative, controlling of course for variables effecting the outcome.
3. Root cause Before a decision is made to execute, it is imperative to know what the current performance level is and why it is not where it should be. Applying any initiative (let alone a best practice) that will not address the root cause is dangerous and wasteful.
Perhaps best practices are most commonly pursued to avoid having to reinvent the wheel. Be mindful however that if no-one ever reinvented the wheel, we’d still have stone ones
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4. Over-simplification Sales best practices are tools for reducing external variety in a large number of variables. Think about a complex sale in your situation and all the variables that come into play as to whether that sale comes off or not. Many sales best practices amplify the effect of a simple few variables that suit the hypothesis and dilute the contribution to other significant input factors that don’t.
5. Situational assumptions We’ve heard of controlled medical trials. Life and death is at stake here so we want the environment to be controlled to eliminate assumptions and make sure the results (both positive and negative) can be attributed to the correct contributing factors. Now extend that thinking to your complex sale and sales best practices. Surely you can only expect like results in a like environment.
This also leads to another unintended consequence. Ever increasing flux and unpredictability can lead sales leaders to reach out and grasp hold of more productised answers. These answers (in the form of products/solutions/best practices) come with better marketing and with more authority in a world in which less of what has happened before can prepare you for what will happen in future.
6. Habits Sales best practices can create habits of first looking for best practices, instead of challenging thinking, adaptability and innovation. There is also the opportunity cost. The more time people spend on learning best practices, the less time they have for developing their senses for detection of weak signals and for developing their capabilities for new responses and creating exponentially more customer value.
You should question how this best practice applies with your team, in your company, with your offerings, in your industry, in this economy and with this political landscape
014 | www.nzsalesmanager.co.nz
Stuart Edmunds is the founder of the New Zealand Institute of Sales, dedicated to elevating the sales profession in New Zealand by supporting professional development, peer networking and industry awards among members who support, work-in and lead sales organisations.
Use well reasoned judgement So, ask yourself what level of complexity, maturity and situation does your sales organisation sit at? If, in your opinion, you need some higher level of structure, rigour and methodology, by all means study some sales best practices and apply what is useful in your context.
Do not however take a research report, conference paper or training course notes and blindly apply the recipe to your sales organisation without understanding the application and what applies and what doesn’t.
This means a well reasoned judgement about your industry, products, channel to market, and the myriad of other sales considerations, before a broad-brush approach to adopting and embedding ‘best practices’ in your sales organisation. If you’re certain it’ll be useful, it doesn’t draw on the wrong inferences, isn’t in the wrong context, the situation you are operating in isn’t too complex and it doesn’t dismiss critical factors and considerations, go for it.
To be clear, I don’t recommend a blatant disregard for existing sales methodologies, but rather ask you to cast a critical eye to whether or not they are appropriate. I am a firm believer that challenging the status quo (particularly around best practices) usually leads to fertile ground. Usually whenever recipes and methodologies have become productised, a significant level of objectivity has been removed from consideration.
www.instituteofsales.co.nz
Professional complex selling is fluid, dynamic and ever-evolving, which means static advice is at best short-lived, and sometimes dangerous. Don’t let somebody lever your needs into their canned sets of rules and processes, rather find someone who will help you create the right solution in response to meeting your specific needs.
Ask yourself what constitutes best practices in your situation? If it seems too good, simple and easy to be true, it is.•
016 | www.nzsalesmanager.co.nz
Words by Sandy Geyer
Don't Sell Yourselfa Myth Effective selling is not about building a relationship, not about identifying a need, not about doing a certain number of calls, not about closing techniques and it’s not about being an extrovert. In my opinion, these are myths. Let me explain why I think this:'
www.nzsalesmanager.co.nz | 017
Myth 1: Selling is about building a relationshipAccording to behavioural science, around 50 per cent of our clients are not interested in building a relationship. They don’t mind being friendly but they are far more concerned about what we can do for them than how much we connect with or know about them.
For the sale to take place, trust needs to happen and for the 50 per cent who need the relationship first, that’s one path to trust; but 'relationship' building with the other 50 per cent might well be seen to be time wasting and unnecessary. The irritation that occurs in these cases erodes any chances of trust. With the 50 per cent who are more interested in the task than the relationship at hand, trust is better built by getting to the point, doing what we say we are going to do and respecting their time.
4
Myth 2: Selling is about identifying a needThe myth, in this case, is more about when the identifying occurs. In most cases, we do this the wrong way around. We have a product/solution or service in mind before we approach the client. Attempting to fit our solution to the client again erodes the trust process.
Doing this is much like going to see a doctor about stomach pains and have him tell you what he does best and prescribe accordingly before he has given you a chance to tell him what you need. Please don’t laugh, this happens all the time in sales situations and keeping the doctor scenario in mind is helpful when you feel the urge to prescribe your expertise too early in the process.
Myth 3: Selling is a numbers game. A cer-tain number of calls will lead to a certain number of deals. Focus on the numbersThis is something I have been teaching for years so to place it under myths is going to surprise many clients but this is about quality in place of quantity. The number of calls can easily be misunderstood as a reason to launch ourselves half-cocked at a certain number of prospects (known as shotgun marketing) and forget to do our preparation purposefully beforehand. In my opinion, this is where many online strategies fall short.
018 | www.nzsalesmanager.co.nz
Myth 4: Selling is about developing and honing good closing techniquesAgain, I refer back to my behavioural science foundation which suggests that there are four different 'types' of communication styles. 'Closing', as many of us understand it, will do more to push these clients away than to encourage them forwards in a sales process. There are ways to get an indication of interest and overselling once someone has indicated they are ready to buy is another common mistake – but 'forced' closing destroys a trust relationship early in the process.
Myth 5: Selling is about being an extrovertAn extrovert in a sales situation used to mean someone who was charismatic, unafraid to approach a new client, cold and comfortable in a crowded room. But an extrovert in the sales environment has become a different variety. A marketing email received from a person (I don’t know) who professes to have a killer solution for me with bold statements, highlighted words and “how could you possibly not?” questions is the new sales extrovert. When we go into someone’s 'space' in a selling introduction without an invitation – we need to do it respectfully. An extrovert can so easily be interpreted as pushy, inconsiderate and trust destroying. Being an extrovert can lead us to be less respectful and less aware of our clients’ space. An introvert behind an online email marketing campaign is no different. It doesn’t work, it never did.
So what is selling about? In short, it’s about a process. The EnQ (entrepreneurial intelligence) definition is 'managing the buying process'. This is not a completely new process but there is a new way of navigating this process in a world that is overloaded with information and becoming more schooled daily to ignore us in self-defence of the avalanche. Whilst some previous sales theories still apply, many are becoming less relevant by the hour. Maybe the above points discussed are less about myths and more about out-of-date thinking.•
Sandy Geyer inspires and motivates entrepreneurs to build their EnQ (entrepreneurial intelligence) and their businesses.
www.enqpractice.com
There are ways to get an indication
of interest and overselling once
someone has indicated they are
ready to buy is another common
mistake – but 'forced' closing destroys a trust relationship
early in the process.
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020 | www.nzsalesmanager.co.nz
E veryone in the company knows how you’re doing – at all times. When you’re new, you see insurmountable hurdles in front of you. When you hit a slump, it’s visible
to the entire world. People who are in marketing, IT or HR have no idea how challenging it is to learn, grow and stumble in full view of everyone else.
TWOMINUTETOPUP
How to Reframe Failure to Increase Sales Performance
Words by Jill Konrath Sales is a tough job
www.nzsalesmanager.co.nz | 021
How 'cognitive reappraisal' worksIn my book Agile Selling, I share numerous ways to deal with this anxiety. One of my favourite tactics is to reframe the situation— to detach from it and see it from a different perspective.
Research by experts in the field of psychology call this strategy 'cognitive reappraisal', and it really, truly does work.
How I reframe my failuresOver the years, I’ve been accused many times of looking at the world through rose-coloured glasses. Despite the many challenges I’ve run into – and I’ve definitely had my share – I’ve chosen to find the upside and the opportunities within the reality.
The strategy that consistently works the best for me is to reframe my failures as 'valuable learning experiences'.
When things go wrong – which they often do – I step back and ask myself questions such as: “What did I learn? Where did things start going wrong? Did I miss something? Or, how could I have done things differently?"
In short, I minimise the mind-numbing fear and reclaim my brain! "I’m not a loser. I didn’t screw up again." Instead, I have an opportunity to get better, to learn new things and to grow.
At first it’s a challenge to train yourself to think that way. You literally have to stop fear in its tracks and tell yourself: “I’m not a failure. I just didn’t do it right – yet". Over time this way of thinking becomes second nature.
Think about it! Reframing failure into a valuable learning experience changes everything. And that's what helps you pull out of slumps and increase sales. •
Jill Konrath is the author of three bestselling sales books: Agile Selling, Selling to Big Companies and SNAP Selling. She's a frequent speaker at sales meetings and conferences. Check out the tons of free sales resources on her website
www.jillkonrath.com/sales-resources
How fear changes your sales performanceThe underbelly of sales is fear. Virtually every seller I know goes through bouts of it. And, in reality, your success is contingent on how you handle it.
Your brain responds to threats like this just like it does to a sabre tooth tiger. It can’t tell the difference. It immediately highjacks your thinking. Suddenly you can’t remember things. You can’t think of new ideas. You’re stumped and heading towards a downward spiral. Not good!
022 | www.nzsalesmanager.co.nz022 | www.nzsalesmanager.co.nz
QUICKFIX
Treat your Job Application like a Sales Campaign
If you are a sales professional who is job hunting, you must approach this with the same rigour as you would a top sales campaign for a client you are determined to win:
1. Your CV and cover letter must address the employers needs, and match your skills and experience to this. It has to set you apart from the other candidates, just like your sales proposal would differentiate you from your competition.
2. You can only do point one if you have done your homework on the employer, just as you would with a prospect.
3. Have a plan for the questions you will ask at an interview – aimed at demonstrating that you can bring a lot of value to their organisation – just as you would with a prospect. ●
Treat your Job Application like a Sales Campaign
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024 | www.nzsalesmanager.co.nz
- Johann Wolfgang von Goethe German Writer & Philosopher, 1749-1832
RESOURCECORNER
You aspire to lead with greater impact. The problem is you're busy executing on today's demands. You know you have to carve out time from your day job to build your
leadership skills, but it's easy to let immediate problems and old mind-sets get in the way.
Herminia Ibarra – an expert on professional leadership and development and a renowned professor at INSEAD, a leading international business school – shows how managers and executives at all levels can step up to leadership by making small but crucial changes in their jobs, their networks, and themselves.
In Act Like a Leader, Think Like a Leader she offers advice to help you:
• Redefine your job in order to make more strategic contributions.
• Diversify your network so that you connect to and learn from, a bigger range of stakeholders.
• Become more playful with your self-concept, allowing your familiar – and possibly outdated – leadership style to evolve.
Ibarra turns the usual 'think first and then act' philosophy on its head by arguing that doing these three things will help you learn through action and will increase what she calls your outsight – the valuable external perspective you gain from direct experiences and experimentation.
As opposed to insight, outsight will then help change the way you think as a leader: About what kind of work is important; how you should invest your time; why and which relationships matter in
Act like a Leader, Think like a Leader
Available from fishpond.co.nz By Herminia Ibarra
informing and supporting your leadership and, ultimately, who you want to become...
Packed with self-assessments and practical advice to help define your most pressing leadership challenges, this book will help you devise a plan of action to become a better leader and move your career to the next level. It's time to learn by doing. ●
www.nzsalesmanager.co.nz | 025
EVENTSCALENDAR
DATE NAME PLACE COMPANY
20 July Sales Performer Auckland David Forman
20 July Sales Acceleration Technologies Wellington New Zealand Institute of Sales
21 July Sales Basics Auckland Geewiz
23 July Winning Negotiator Auckland David Forman
28 July Sales Management Hamilton Geewiz
30 July Sales Seminar Christchurch Top Achievers
30 July Fill your sales funnel without cold calling Hawkes Bay Sales Impact Group
4 August Mining Dark Data Auckland Institute of Sales
4 August Sales Seminar Auckland Top Achievers
5 August Entrepreneurial Sales Auckland Institute of Sales
10 August Active Listening for Sales Wellington Institute of Sales
11 August Mining Dark Data Wellington Institute of Sales
12 August Negotiation Skills Wellington NZIM
13 August Sales Seminar Christchurch Top Achievers
18 August Sales Basics Auckland Geewiz
18 August Key Account Management Wellington NZIM
19 August Customer Service Auckland Geewiz
20 August How to maximise referred leads Hawkes Bay Sales Impact Group
25 August Sales Performer Palmerston North David Forman
25 August Sales Basics Napier Geewiz
27 August Sales Management Auckland Top Achievers
Act like a Leader, Think like a Leader
026 | www.nzsalesmanager.co.nz
THECLOSE
“Winners compare their achievements with their goals,
while losers compare their achievements with other people”
- Nido Qubein
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