Saturday, November 21, 2009

Implementation

Once the ink is dry on a contract, many sales people move on to pollinate the next flower. In doing so, one might be missing an opportunity to increase customer satisfaction and expand wallet share with the client. Smooth implementation opens the door to future business. The customer has placed its faith in your firm and the last thing they want is to encounter unexpected hassles with the product introduction.

Typical Customer Concerns in this Phase:

  • Are we getting value from this decision?
  • Are there going to be any surprises (risks)?
  • How quickly will we see results?

Signs that this Phase is Over:

  • New needs and dissatisfaction arise.

Common Strategic Errors:

  • Failure to treat this phase as a sales opportunity.
  • Failure to anticipate vulnerable implementation points.

Coaching Questions and Tips:

  • What’s our value validation plan?
  • What is the next up selling opportunity (complimentary or substitute products and services)?

Other Key Coaching Questions:

  • Is the customer realizing the value we sold them?
  • What risks exist if they don’t perceive value?
  • How did the customer define success? Has this changed?
  • Have we reinforced their decision criteria?

It is so important that the salesman is present, with the customer, as critical implementation milestones are achieved. For example, the first day of user training or the day the customer cuts over to using the new ERP system. Address problems quickly, document and celebrate the quick wins. Most importantly, remain alert for new problems that arise and that you may be able to solve. Then, you can start this process again and make another customer satisfying sale.

That closes out this five part series on tips you can use to help your salesman move the customer through Neil Rackham’s stages of the buying cycle. You can familiarize your self with these stages buy reading the SPIN Selling, or clicking here: http://www.huthwaite.com/go.cfm?do=Page.View&pid=28

Good selling!

Steve

Sunday, November 8, 2009

This is It! - Sales Leadership Lessons from Michael Jackson

Michael Jackson’s This is It.
Sales Leadership Lessons from the King of Pop.

I came out of this movie not only impressed by MJ’s talent as a performer but also, his skill as a creative leader, coach, and mentor. Like show business, Sales is a high flying high risk profession with emotional highs and lows. We often perform without a net in risky and pressure packed circumstances. I often refer to what we do as “industrial showmanship”.

Sales leaders need their team’s delivering peak performances on a consistent basis. That’s a tall order. Sales people are creative, high self esteem, ego driven people - if I may generalize. They are not unlike show business people in many respects.

Here are the six lessons we can learn from MJ about how to lead and get the most from a team of sales professionals.

#1. Get the right people on the bus. The movie opens with MJ and Kenny Ortega (more on him later) hand picking the talent during a cattle call. The striking thing is how involved Michael is in this process and the geographic diversity of the talent pool. Don’t rely on HR. Get involved. Look with your own eyes for that petit je ne sais quoi. Seek out the best people and maybe even give an unknown a chance to really wow you and the customers.

#2. Surround yourself with good leaders. Kenny Ortega is the perfect compliment to MJ. Ortega has a great resume and is a triple threat talent (producer, director, and chorographer). Watching them work together and collaborate on ideas is a lesson in the power of mutual respect. Notice also how Ortega gently and respectfully gets Michael open up to new/alternate ideas. It is example in masterful communication. Behind every great leader is another great leader and that respectful give-and-take makes a good team great.

#3. Be a supportive and nurturing coach. There are several examples where when something goes wrong or is not perfect, Michael uses the phrase “That’s why we rehearse”, with emphasis on the WE. He never calls anyone out or embarrasses anyone in front of the team. He knows how to get the best out of each performer.

#4. Straight talk is sometimes required. There are times when Michael has to take charge and be very direct about what he wants. There is one section where MJ has a “straight talk” exchange with keyboardist and Musical Director Michael Bearden over a very subtle change he wants for the tempo of the song “The Way You Make Me Feel”. Bearden tries to defend a bit by saying he can’t predict how MJ will want certain songs to sound. MJ then lays down the law. “I want it like I wrote it”. In other words…Thanks for the input, now here is what we are going to do.

#5. Show the way and be into the details. Michael dances and sings as hard as anyone in the cast. Here he is, 50 years old throwing himself on the floor during “Beat It,” (several times to get it right). Imagine the inspiration to those young performers! There is a great scene where he is coaching Orianthi Panagaris on how to play Eddie Van Halen’s solo on “Beat It” and another where Jackson is coaching his band and production team on how he wants a certain breakdown to work. “Let it simmer…let the music simmer". MJ shows the way and doesn’t ask them to do anything he would not do himself.

#6. Take yourself seriously…but not too seriously. Michael has fun while getting the serious business done. He rides the cherry picker in rehearsal like he’s a kid on an amusement park ride at Neverland. On the rare occasion where he messes up, he pokes fun at himself. He is not afraid to be vulnerable in front of the team. At one point he complains about his ear monitors by joking with the sound technicians. In another, he has a fun exchange with his dancers and band for encouraging him to sing in full voice when he should be saving his vocal cords for the real performances. “I shouldn’t be singing out, I am trying to warm up…why are you doing this to me?”

In any profession, there are lessons to be learned from observing great people at work. It could be sports, politics, war or the entertainment industry. This movie shows the unglamorous hard work and team collaboration that is required to succeed when the curtain goes up or the conference room door closes. Show time baby!

Good Selling!

Saturday, November 7, 2009

The Resolution of Concerns

Kurt Lewin, the founder of Social Psychology, created some theories about the conflicts we humans have to work through as we make decisions. He named them Approach-avoidance, approach-approach, avoidance-avoidance, and double approach-avoidance.

Approach-avoidance conflicts occur when one goal contains both positive and negative characteristics, like making a multi-million dollar purchasing decision. In this case, the buyer experiences fear over something that is also desirable.

When the decision is far away, like when the RFP is issued, both positive and negative feelings about the decision are less strong; however, as he gets down to the BAFO, the negative consequences are magnified.

Typical Customer Concerns
  • What are the risks associated with going ahead?
  • What if it all goes wrong?
  • Can we trust these people?

Sign that this Phase is Over

  • Easy. The customer makes the purchasing decision

Common Strategic Errors

  • Ignoring concerns with the hope that they will go away.
  • Pressuring the customer to make a decision.
  • Trying the "typical" amateur closing techniques.

Coaching Questions and Tips

  • Probe the salesman for his understanding of the concerns and potential show stoppers.
  • Map out the end game together.
  • Be alert to the threat of resurgent and wounded competitors.
  • Are there iceberg issues lurking in the waters?

Other Key Coaching Questions

  • What might stop this purchase from a happening?
  • Can the customer articulate the value of our solution?
  • Have we helped them define success?
  • How will we/they measure success?
  • Have we helped them resolve their concerns before we negotiate?
  • How do you know the issue has been resolved? Are you sure?
  • Do we have contractual or technical issues or both? Performance?
  • Do the benefits of our solutions outweigh the costs?

This phase is critical. Do not neglect it. Spend time coaching your salesman through it. Do you remember the old phrase - Whistling past the graveyard? It means ones attempt to proceed with a task while ignoring a clear and present danger and hoping for a good outcome. As Rick Page says - Hope is NOT a strategy.

Good selling!

Sunday, November 1, 2009

Evaluation of Options



At this point in the buying cycle, a decision to purchase has been made. The question now is, from whom?


Typical Customer Concerns:
  • What criteria should we use in making a decision?
  • Which competitor best meets our criteria?

Sign that Phase is Over:

  • Customer has a clear decision mechanism in place and has used it to select one or more final contenders.

Common Strategic Errors:

  • Failure to uncover and rank decision criteria
  • Little attempt to change or influence decision criteria

Coaching Questions and Tips:

  • Have we performed a vulnerability-analysis?
  • What and where are the gaps…Value, Credibility, or Performance?
  • What is our strategy to overtake, redefine, trade-off, or strengthen?

Other Key Coaching Questions:

  • Have you had a conversation with the customer about decision criteria and process?
  • What are their decision criteria?
  • What is the decision process?
  • Who will make the decision?
  • What is the timing?
  • Who is the competition?
  • What are the alternatives?
  • Where are we vulnerable?
  • What types of gaps exist?
  • Can we map out a vulnerability analysis together?
  • How can we influence their decision criteria?
As the customer gets closer to making a critical purchasing decision, it's likely that she can develop "cold feet" for a number of reasons. Making a major purchasing decision is fraught with risks, both to the buyer (personally) and her business. "No one ever got fired for buying IBM" - That was the old saying that illustrates this point. But what if you are not IBM and you still want to win?? Next, we will look at an often neglected phase of the buying cycle, the Resolution of Concerns phase, and discuss how you coach your salesman through it and position your product for victory.