When handling an objection, make sure that you start by deflecting the objection that the prospect had mentioned back to the prospect in the form of a question. E.g Prospect: "I have an existing funeral plan" You: Mr Prospect, do I hear you correctly when you say you have an existing funeral plan?" This is a vital step in the sales process because the client likes to hear that his concern or reason has been heared before you respond. Too often sales agents respond without giving the prospect the relief that his concern had been acknowledged. This step also helps build trust. The next step is to start peeling the layers off the reason that he says he cannot buy now. The whole idea is to get to the core of the reason. Often it is not the real reason. So you unpeel by asking questions and building benefits using the features. And, if it is the real reason that he cannot buy, then you need to reduce that reason to a reason why he should buy. Struggling with handling objections? Send me a mail with your objection that you need assistance with. firstname.lastname@example.org
If you ask questions, give info on your product and interact with your prospect with no energy, enthusiasm and conviction; and if your client cannot feel the pressure that this is a sales call or a is heading that way, then you will only come across as an information giver and not a sales person. You will lose the sales and future sales unless you change. Drive the conversation; test close; use power words and phrases.
Via Business Insider In most truly effective negotiations, no one should come out a "winner" or a "loser." That's according to Amy Trask, CBS Sports analyst and author of "You Negotiate Like a Girl: Reflections on a Career in the National Football League." The former NFL exec argues that the best negotiations feel a lot more like collaborations. "People in business say, 'Let's sit across the table from one another and negotiate,'" she told Business Insider. "I don't believe that sitting across the table and negotiating is as effective as sitting side-by-side and collaborating." Trask worked for the Oakland Raiders for nearly 30 years, starting out as an intern. She eventually became CEO of the team, and the NFL's first female front-office exec. Throughout her career, she's honed her own style of deal-making. Trask asserts that negotiations are rarely zero sum games — and that it's a huge mistake to treat them as such. It's also a major tactical error to focus more on one-upping the other party than achieving the desired outcome. "I'm going to focus on the deal itself," Trask says. "Not the process, not the quid pro quo. It doesn't make sense to me to expend one's energy worrying about gamesmanship." So, how do you pull off a truly successful negotiation? Trask says to start off by identifying the points that matter most to each party. "If there's something that's important to you in a negotiation that just isn't as important to me, then I'll concede the point," she says. "It doesn't have to be a zero sum game. It doesn't have to be a quid pro quo." In Trask's experience, putting all your cards on the table in a negotiation doesn't put you at a disadvantage. In fact, oftentimes, it leads the
Via Business Insider The only thing worse than hating your day job is feeling like you can't quit because you have no idea what other job — if any — would make you happier. Bill Burnett and Dave Evans call this all-too-common quandary being "stuck." And the best way to get "unstuck," they say, is to create a mind map. Together, Burnett and Evans teach a course called "Designing Your Life" at Stanford University's design program; in 2016, they published a book by the same name. In the book, the authors explain how to create a mind map and why it works. A mind map is the tangible result of a game of free association related to your career. Here's how to start: Step 1: Pick a topic Choose one thing that gives you pleasure. (If you've kept a Good Time Journal, or any record of the work responsibilities you enjoy, choose one of those activities.) Step 2: Write down five or six things related to the original idea Use the very first things that come to mind. Repeat this process of free association with the words in the second ring, and keep going until you have at least three rings of words. Give yourself five minutes, tops, to complete the first two steps. Step 3: Make secondary connections Circle a few words in the outer ring that stand out to you. Now try to mash them together into new ideas. Here's what a completed mind map might look like: As you can see, some of the word association threads didn't go anywhere. But if you mash together the circled words, "English class," "actress," "grade school," and "tweens," you come up with … junior high school theater teacher! Or, maybe the person who made this (hypothetical) mind map could stay at their
Every sale person must be able to identify a USP in their service or product. A Unique Selling Point is that which is unique to your offering. Many prospects will see/perceive products as similar to each other. That is why you need to bring your differences to the fore; whether in the presentation or during objection handling. And since prospects always buy you first, even you as a sales person must have a USP-something that is different to other sales people.
My coaching style as a manager was enhanced by these words from Jon Stewart, the former anchor of The Daily Show before Trevor Noah took over. This is Jon Stewart's view on Bruce Springsteen after watching him at a concert in 2009. "But that is not the power of Bruce Springsteen. It is that whenever I see Bruce Springsteen do anything, he empties the tank – every time. And the beautiful thing about this man is that he empties that tank for his family, he empties that tank for his art, he empties that tank for his audience, and he empties it for his country. And we, on the receiving end of that beautiful gift are ourselves rejuvenated, if not redeemed, and I thank you." Now I empty my tank every time I intervene with my sales managers, team leaders or sales consultants. I make sure that I don't leave them feeling that I could have done more for them. I immerse myself in them. I show them I care. No half measures. Listen attentively, question effectively. Impart my wisdom. Personally I show them that sales is my obsession.
You are not a sales consultant nor an agent. You: -assist people in saving money while going about the daily life ( rewards consultant) -ensure that families have financial stability when death occurs in the family ( funeral sales agent) -help proud motor vehicle owners keep their “babies” in show room condition (scratch and dent consultant) -make sure that vehicle owners are put back on their feet again after a traumatic incident to their vehicle (motor insurance consultant) -put money into your patients bank account after they stayed in hospital ( hospital cash sales agent) -ensure your clients carry on living a dignified life after they have been disabled (life cover consultant) How do you define yourself? The way you define what you do as a job/ career, will identify your purpose
What do I mean, start where the prospect is. Often a prospect has some prior experience with what you are selling; Sometimes they are already deep in a buying process, but with another salesperson. Or, it could be his misconception, incorrect perception or understanding that needs to be rectified. And, if not rectified can lead to fatal failure-no sale. Let's not forget about education, past mistakes or bad decisions. So don't forget to be sensitive to what the prospect says, does or how he acts. Ask questions, probe, analyze.
To quote Hill "The great leaders of the world were men and women of quick decision." "The suspense of indecision drives millions of people to failure." "Imagination, alone, is not enough to insure success. Millions of people have imagination and build plans that would easily bring them both fame and fortune, but those plans never reach the DECISION stage." "The man of DECISION cannot be stopped! The man of INDECISION cannot be started! Take your own choice." Before you can achieve any level of success in any undertaking, you must first make a firm DECISION to do so.
A gatekeeper is the person you see first, first person to pick up the phone and who needs to give you permission to see the decision maker. So to get past them on a phone call, you need to tell them who you are, where you are calling from and why you need to speak to them Gatekeepers are always willing to help if you respect their position and give them a good reason. Forget saying this is a business call, it's personal. You give them what they want and you will get what you want.