Please submit your question to the sales blog. Shaun will respond to a reader question with his response and ask the readers to submit their answers and comments.
Comments
Anonymous said…
This comment has been removed by a blog administrator.
CloserQ, I understand that managing my prospects is critical to my long-term sales success. However, I am not sure how to measure and track the progress of my prospects. Can you offer some advise in this area?
Thanks,
Runner
Anonymous said…
Closer Q: I have a client who loves to socialize. He likes when I buy him expensive meals and takes him to caberets. My company will not reimburse for this. How do you suggest I "pass the hat".
Sincerely
D. Diegler
Anonymous said…
Do you have any good metrics around ROI for bringing in a technical sales role? We are looking at adding this position and I was wondering if there were metrics to support my back of the envelop numbers.
Anonymous said…
Mr. Closer Prefontaine. I respect what your doing here and appreciate all the help and support you provide. I am writing as a somewhat seasoned Sales professional, recently entering a new industry and market. The Company I am representing has a 13 yr track record in this market -- which also means there is some history w/competition and local prospects. I work for an Engineer and one of my primary objectives is to convince other Engineers to specify our solution as an option for their customer. Below is an excerpt of an email I received tonight prompting me to back off -------------
Regarding the X Beach Condo project, in the last three days alone you have: - emailed me - called my office several times - were on-site, disturbing my clients at their home - called my client, several times, on both their home phone numbers and on their cell phones - emailed my client directly
I don’t know what else you have been doing besides the list above … but I do not often have time in my busy day to entertain unsolicited sales pitches, and my clients do not want them either.
Be advised that the protocol on this Project is that any Contractors that visit the property uninvited, or that attempt to contact an Owner directly, will be automatically and summarily disqualified from consideration. You were perhaps unaware of that fact but you are certainly aware now, so I would advise you to back off and cease these incessant attempts to sell your products.
As you can probably ascertain from the tone of this letter, these high-pressure sales tactics that you have been employing are NOT appreciated.
We will contact you about your system if and when we are inclined and ready to do so.
---------------- Engineers specify the solution -- but that doesn't mean that I can't influence the BOD/Homeowner on why they need to look at and buy our solution. The Engineer works for the BOD/Homeowner and they can certainly get rid of him if they see fit. In the end, the Homeowner is the decision maker but they are heavily influenced by the Engineer.
Now, I don't consider myself a pushy salesman and I really need to win both sides of this relationship. It is evident the BOD members I spoke with over the last couple days are loyal to this Engineer. My ego want's to blast the Engineer, leverage his out-of-line email against him and just try to infiltrate the BOD -- maybe even get him canned. BUT -- then I lose the Engineer forever, which means no future jobs w/him. How do you think I should handle this situation?
Anonymous said…
How do I get locals into my upscale pet boutique that is in a typicaly tourist only location??
Anonymous said…
Shaun, With the soft economy, it is likely that both sales and marketing will have their budgets cut. What is the best strategy for maximizing their resources during this period?
Glen
Anonymous said…
I had an interview at target why do they ask so many questions and so many of the same qustions interview you twice. They asked what are your expectations of this company how would i know if i have never worked there
Anonymous said…
Shaun, I work for a start up in Andover, MA. We received $7mil in funding and we are trying to build an inside sales team. I do not want to advertise on Monster because we are an open source content management software company who needs to hire 2 people immediately.. Do you have any suggestion as to where I can contact sales people who are interested in start up environment? I need someone with sales experience of 2+ years in a software development company.. Anyone who blogs,uses forums, etc.. is helpful because that is our business. Thank you for your help. Linda Greco linda.greco@acquia.com http://acquia.com/jobs
Anonymous said…
I have been in sales for close to 15 yrs and recently had to take a medical leave (FMLA) to address a depression/Anxiety issue. My question is now that I'm on leave I do not want to go back to the same company (not a match for me psychologically) but am struggling to even begin a search b/c of my depression. Any suggestions?
Anonymous said…
Closer Q - I have written to you in the past and your advice is always beneficial. Recently I did a presentation to a Property Manager that was at least 65 years old. She propositioned me and siad if I would sleep with her that she would promote my solution. I am a married man but I need to close deals (ABC). What's your advice?
Dear CloserQ- I am a client of a mid-sized software firm. Several times, the firm uses me to come in a close the deal for them with a new client. What should I expect in return for my company? Detroit
Anonymous said…
Closer Q - I'm a longtime reader / first time blogger to your site. I saw your great Q & A of interview questions to ask a potential employer. I'm wonder if you have a list of questions a Sales manager would ask a sales candidate?
Anonymous said…
Hi Shaun,
I have worked in the retail field for 16 years. I recently got a job through a friend doing B2B sales. I'm awful at it!! There was no training for the job, I was given a script and told to make my call lists using such resources as Inc. magazine, Barrons's, etc. In a nutshell the company I work for is based overseas and they are attempting to acquire contracts with US companies for outsourcing of financial services. I need to get in touch with cfo's and am having a difficult time getting past the administrative assistants. I read in your blog that one of the key steps to being successful in sales is to make as many calls as possible. What other advice can you offer. Also do have recommendations for any great books or websites for me to acquire knowledge of B2B selling skills? Tricks of the trade, anything. There is no internal support for any training, I either figure it out on my own or fail. I really want to succeed in this role please advise.
Margaret
Anonymous said…
CloserQ: I am sales guy that reports to a bunch of democrats. How do I survive? RF
Anonymous said…
Shaun - I work as a VAR (2-person company) for a large Manufacturer that has been in the corrosion control business for over 35 years. At current I am a one trick pony with one great solution, however, the perception of this solution isn't the greatest i.e. it is perceived as expensive, other similar products have failed in the marketplace and I take away a recurring revenue stream from Engineers and Contractors if it is implemented successfully.
My one solution is a long-term corrosion mitigation solution and although my competitors offer long-term solutions, they also offer short-term corrosion mitigation solutions. These short-term solutions are defaulted in every restoration contract and are very attractive because they are cheap. In reality they are not effective and a waste of money, but as the saying goes, perception is reality and my larger competitors have done a good job creating a lucrative market for them. My buyers are predominately the retired fixed income segment – so cheap is always attractive to this group – and considering they don’t even buy green bananas, I have to be careful of the phrase “long-term”. My job is obviously to convince the owners that the short-term solutions don’t work and to consider a second “long-term” option – a-la my solution.
With that said, the Manufacturer I am a VAR for could manufacture these short-term solutions but choose not to because their position on them is they don't work. Honorable, but considering every restoration contract has short-term corrosion solutions in them, why wouldn’t I want a piece of that pie? Even tho these are cheap solutions, they have a markup of 500% - which isn’t bad. I will always sell option two and have the cost benefit to justify why it is the right decision – but if the owner is going to make a decision based on price or a myopic way of thinking, why wouldn’t I want the opportunity to profit from that decision? No doubt, my solution is the best long-term solution and it provides more value than any other solution in the market. However, we have two battles we fight. One, the perception and reality that similar products have failed and two, short-term solutions have large companies that work in a distributive manner to promote and market their solutions as a viable corrosion mitigation solutions – albeit short-term. The large companies continue to work with Industry standards organizations to promote and position their short-term solutions as viable and credible – I do not see this effort stopping anytime soon. There is also more science and research backing up some of the short-term solution claims. Although it is honorable to say that we don’t provide short-term solutions because they don’t work – I do not feel we are going to overcome the perception and the bigger dollars the larger companies pump into their messaging and positioning of short-term solutions.
I think I have three options. One, use thought leadership, customer advocacy and demand generation to change the perception in the marketplace, however, this may not be realistic because it would take significant investment to execute on this. Two, convince my Manufacturer that they need to produce the short-term products for us to sell. Three, go find companies that sell these short-term solutions and create some type of partnership. This one would be tricky considering we are direct competitors to all of the short-term providers. What would Closer Q do?
Anonymous said…
"I just got promoted to Sales Manager, what literature do your recommend?" B.H.Obama
Anonymous said…
CloserQ,if you had to name one factor that causes sales people to lose sales, what would it be?
Linwood
Anonymous said…
ok never sold anything i my life now iam a salesmen what do i do i will not be deceitful or underhanded ever please help give me a look at the road and so i know how to travel i will do the rest
Anonymous said…
im in the door to door home security field. how do i increase my law of average and my closing ratio?
Comments
Thanks,
Runner
Sincerely
D. Diegler
Regarding the X Beach Condo project, in the last three days alone you have:
- emailed me
- called my office several times
- were on-site, disturbing my clients at their home
- called my client, several times, on both their home phone numbers and on their cell phones
- emailed my client directly
I don’t know what else you have been doing besides the list above … but I do not often have time in my busy day to entertain unsolicited sales pitches, and my clients do not want them either.
Be advised that the protocol on this Project is that any Contractors that visit the property uninvited, or that attempt to contact an Owner directly, will be automatically and summarily disqualified from consideration. You were perhaps unaware of that fact but you are certainly aware now, so I would advise you to back off and cease these incessant attempts to sell your products.
As you can probably ascertain from the tone of this letter, these high-pressure sales tactics that you have been employing are NOT appreciated.
We will contact you about your system if and when we are inclined and ready to do so.
----------------
Engineers specify the solution -- but that doesn't mean that I can't influence the BOD/Homeowner on why they need to look at and buy our solution. The Engineer works for the BOD/Homeowner and they can certainly get rid of him if they see fit. In the end, the Homeowner is the decision maker but they are heavily influenced by the Engineer.
Now, I don't consider myself a pushy salesman and I really need to win both sides of this relationship. It is evident the BOD members I spoke with over the last couple days are loyal to this Engineer. My ego want's to blast the Engineer, leverage his out-of-line email against him and just try to infiltrate the BOD -- maybe even get him canned. BUT -- then I lose the Engineer forever, which means no future jobs w/him. How do you think I should handle this situation?
With the soft economy, it is likely that both sales and marketing will have their budgets cut. What is the best strategy for maximizing their resources during this period?
Glen
Thank you for your help.
Linda Greco
linda.greco@acquia.com
http://acquia.com/jobs
Any suggestions?
I have worked in the retail field for 16 years. I recently got a job through a friend doing B2B sales. I'm awful at it!! There was no training for the job, I was given a script and told to make my call lists using such resources as Inc. magazine, Barrons's, etc. In a nutshell the company I work for is based overseas and they are attempting to acquire contracts with US companies for outsourcing of financial services. I need to get in touch with cfo's and am having a difficult time getting past the administrative assistants. I read in your blog that one of the key steps to being successful in sales is to make as many calls as possible. What other advice can you offer. Also do have recommendations for any great books or websites for me to acquire knowledge of B2B selling skills? Tricks of the trade, anything. There is no internal support for any training, I either figure it out on my own or fail. I really want to succeed in this role please advise.
Margaret
I work as a VAR (2-person company) for a large Manufacturer that has been in the corrosion control business for over 35 years. At current I am a one trick pony with one great solution, however, the perception of this solution isn't the greatest i.e. it is perceived as expensive, other similar products have failed in the marketplace and I take away a recurring revenue stream from Engineers and Contractors if it is implemented successfully.
My one solution is a long-term corrosion mitigation solution and although my competitors offer long-term solutions, they also offer short-term corrosion mitigation solutions. These short-term solutions are defaulted in every restoration contract and are very attractive because they are cheap. In reality they are not effective and a waste of money, but as the saying goes, perception is reality and my larger competitors have done a good job creating a lucrative market for them. My buyers are predominately the retired fixed income segment – so cheap is always attractive to this group – and considering they don’t even buy green bananas, I have to be careful of the phrase “long-term”. My job is obviously to convince the owners that the short-term solutions don’t work and to consider a second “long-term” option – a-la my solution.
With that said, the Manufacturer I am a VAR for could manufacture these short-term solutions but choose not to because their position on them is they don't work. Honorable, but considering every restoration contract has short-term corrosion solutions in them, why wouldn’t I want a piece of that pie? Even tho these are cheap solutions, they have a markup of 500% - which isn’t bad. I will always sell option two and have the cost benefit to justify why it is the right decision – but if the owner is going to make a decision based on price or a myopic way of thinking, why wouldn’t I want the opportunity to profit from that decision? No doubt, my solution is the best long-term solution and it provides more value than any other solution in the market. However, we have two battles we fight. One, the perception and reality that similar products have failed and two, short-term solutions have large companies that work in a distributive manner to promote and market their solutions as a viable corrosion mitigation solutions – albeit short-term. The large companies continue to work with Industry standards organizations to promote and position their short-term solutions as viable and credible – I do not see this effort stopping anytime soon. There is also more science and research backing up some of the short-term solution claims. Although it is honorable to say that we don’t provide short-term solutions because they don’t work – I do not feel we are going to overcome the perception and the bigger dollars the larger companies pump into their messaging and positioning of short-term solutions.
I think I have three options. One, use thought leadership, customer advocacy and demand generation to change the perception in the marketplace, however, this may not be realistic because it would take significant investment to execute on this. Two, convince my Manufacturer that they need to produce the short-term products for us to sell. Three, go find companies that sell these short-term solutions and create some type of partnership. This one would be tricky considering we are direct competitors to all of the short-term providers. What would Closer Q do?
Linwood