Tag Archives: Speaking

by | July 17, 2012 · 2:39 pm

Sales Training – Four Focus Areas for Success

Ask any sales person during their annual review what they need from the company to hit their figures next fiscal year, and usually “training” comes out top of the list. Ask them what sort of training or coaching they need within this broad area and the response is usually a spattering of different fields including presentation skills, closing techniques and structured sales processes. 

The reality is – rarely does any organisation, however big, train their sales team in a consistent manner. This is understandable because within any team, you have differing levels of experience from the newbies to the “sales veterans”. In the case of the latter, these people have usually been with the company for many years, know everyone and rely on contacts and repeat business. For the sales fledglings, or those in the middle of their sales career, they are fighting for whatever success and recognition they can get. Maybe some just aren’t cut out for this functional skill and have been lured by lucrative earnings? Others however may have had “training on the job” and picked up habits from the aforementioned veterans – therefore swiftly inheriting bad habits. 

Here’s the thing – we’re all different. We have different styles, communication techniques, perceptive abilities and we feel comfortable applying different methods. To truly harness and develop an individual’s potential, it calls for individual mentoring or coaching, and there are plenty of companies offering these services – at a hefty premium. 

Likewise, there are many companies offering “sales training workshops”, and having attended a number of these myself, they can be a good starting point, especially for people early in their career. However, a “one-size-fits-all” approach just doesn’t work. When I attended a Gustav Kaeser workshop, for example, in the UK in 1999 we had guys in the room from such diverse industry sectors such as plastics, corporate fuel cards, an IT start up, tractor salesmen and engineered products. Although I would mention it was one of the better courses I have attended. 

So what options are there for a company who know they need to do something, but may not have the budget for either of the above? 

First of all, identify where things are falling down. This way you identify which areas need help. This process will direct you towards a list of priorities. Things to look at can include: 

  • Incoming inquiries – are you generating enough? If not, your marketing may need some help
  • Conversion rate, how many leads are you converting into “prospects”? If this figure is low, your engagement model may be off
  • Closing – how many of these prospects are converting into sales? Again, if low it would suggest you may not be perceived as offering value (could be a marketing error) or your people are not closing effectively

 Every sale, in whatever sector, follows a fundamental process. Have a think about the following few thoughts and see how this applies to your business. 

Understand Your Engagement Model 

Fundamental to the very core of a sale is understanding this process. Are all your inbound leads generated from your website or social media platforms? Are your sales people pounding the streets doing proactive activities such as presentations – which eventually shake out interested people? Are you identifying potential leads from a third party provider that sells access to their data base of leads? How do you communicate with your customers, and at what point of their decision making process are you doing this? With the advent of social media and web, most customers are already informed about your company before this step – so you have to get it right. 

Whichever of the above applies to your company, the engagement model cumulates into the initial personal interaction, be it a formal meeting, presentation or informal coffee chat. 

As they say, “you never get a second chance to make a first impression” and this is what it’s all about. Factors such telephone skills and face-to-face communication are critical here, because if done well, it allows you to move onto the next step of qualifying your customer. 

Basics that can be covered by a good training session include: 

  • Telephone manner – disarming the target and securing that all important first appointment
  • Initial greeting (appropriate salutation, self-introduction, handshake)
  • Company introduction (what problems you solve, hinting at the value you offer)
  • Information mining (extracting basic information from them – are you talking to the right person or do you need to find out who is the decision maker?)

 Customer Qualification 

The most basic concept, and the most overlooked. Without this step, it is impossible to structure a good pitch or proposal. 

Before launching into how great your company is, what problems your products solve and savings that can be made – you need to find out what they want or need? What are their pain points, what problems they face and what is the ideal solution? With a little skill and training, you can walk out of a 20 minute meeting knowing what you have to do the get the sale, what price it has to be and how it is delivered. It’s not rocket science, but it’s an area where so many companies or individuals fall down.  

As an example, I had a bizarre situation in Metro Department Store in Singapore. I wanted to buy a frying pan, asked an assistant a pretty basic question, and he launched into a two minute sales pitch on how great the pillows (frying pan, pillows, umm?) were that he was selling– finishing with the killer closing line of “so, would you like to buy one?” 

This is sales 101, the most basic lesson of all, and you take nothing away from reading this article except the following line, it’s time well spent: 

“Stop selling and telling – start asking and listening” 

How does training help? 

  • Preparation for the meeting
  • Methods to coax information from your prospect
  • Techniques to get delicate information, such as price point
  • Find out who the competition is
  • What is most important for them
  • What is their decision making criteria
  • What do you need to demonstrate or deliver to close the sale

The Pitch 

Some sales environments allow you to qualify, pitch and even close within the initial meeting, others can take months of pre-sales preparation. But at some point, you need to tell your prospect why they should choose your company. 

Get the qualification right, and this step can be surprisingly easy – but it can also be a popular choke point for sales professionals. Some companies refer to this as “the value proposition”, in other words, the reason why your company represents the best option for the client, the value you bring which could be financial but also savings in efficiency and other aspects. Good training can assist with: 

  • Basic presentation skills
  • Formation of a well-structured sales pitch
  • Communication
  • Reading body language
  • Fielding questions

 The Close 

Get the first three areas right and actually, closing the deal can be the easiest step. Some companies adopt the philosophy of the sales manager / director swooping in at this point to discuss financials and terms etc. Whilst there is some merit in this, in that you can play “good cop – bad cop” and keep the relationship good between the salesperson and client positive, it’s also a good idea to train your people in this stage also, as sometimes there may not be the help from senior management available. 

This usually comes down to negotiation, and key here is to be confident – but plan for every outcome. Have all your facts accurate and within reach. Build a plan, but have contingencies in place to deal with common sticking points such as payment terms, currency fluctuations and price fluctuations over time. The aim here has to be to walk away with the order – not the promise from the client that they “think about it and discuss with management”. If this is the case, you have failed in the steps above – because you are not talking to the budget holder or decision maker.  

Integrated sales training can assist sales personnel with:

  • Preparation and planning
  • Leading the client to a decision
  • Basics of negotiation
  • Dealing with aspects of the competition
  • Overcoming areas of concern or objections

Love them or hate them – sales people are the route to every companies market, and in todays’ super-efficient, multi-tasking world, lots of personnel within a company actually perform sales functions in their day to day tasking. Some organizations revere their sales force – I used to work for an Austrian company who placed the sales organization above all other and the only reserved car park lots belonged to the CEO and the sales team. Other companies consider them a necessary evil and an expense. 

The ability for a sales person to perform well in their function and generate profitable turnover clearly depends on a lot of personal traits such as determination, energy, charisma and ability for quick thinking. But I have met many very successful sales people who are analytical and methodical in their approach. As I suggested earlier – everyone is different, but arm your sale force with some basic skills and tools from a relevant sales training programme and it will be the best investment you’ll ever make. 

In my next blog I’m going to talk about some interesting experiences I had with a recent sale’s training programme we executed with a company in Singapore, including, the results, the impact and some feedback from the client. 

I hope this resonates with some of you – and please feel free to share your thoughts.  

Steve Johnson

Commercial Director

SAJE Pte Ltd

 

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by | June 20, 2012 · 2:51 pm

Authenticity has never been More Important in Business

In my early 20s, my first job after graduating from University was becoming a Musician in the Australian Army – it was a VERY interesting chapter in my life. After two years as a Musician, I had the chance to unofficially move to the Defence Public Relations Department – an opportunity I snapped up and from which I’ve never looked back. During that time I also enrolled in a Royal Melbourne Institute of Technology (RMIT)  public relations certificate program, where I was able to learn the fundamental principles of PR, as opposed to operating from my gut – which is what I’d done previously. Both experiences set me up and have shaped my career for the last 20 or so years.

I don’t think there’s a better example of authenticity today than Lady Gaga – of course, many will disagree with that!

During the PR course at RMIT – being run for the first time – the lecturer asked me to write an article for RMIT’s student magazine, providing feedback on the course. I was thrilled to be asked and eagerly put together an article for the magazine. As I was young and new to the game, I decided to ask a Defence PR colleague (and former journalist) to look over my article, because I just didn’t have enough confidence in myself back then. My friend made significant changes to the article, and what I submitted to RMIT was not my work.

The lecturer – who I got on with exceptionally well – was disappointed. I could see it on her face, and while she never said anything to me, I learnt a very important lesson. She asked me to write the article, not because she liked me, but because she liked my style, and she wanted this article to be from me and by me. As a result, I have never let anyone else edit my work into an unrecognizable style again.

A few years later I inherited as a direct report “the troubled child” at a PR firm in London. This guy was on final warning, and basically the message was clear – get him into shape or he’s gone. It took me no time at all to realise this guy was awesome and we worked together very happily for quite a few years and remain in touch to this day. I couldn’t work out what the problem was (apart from him being a pain in my arse sometimes J), until he started sending client emails to me to review before sending them out. I’d read them, add a comma here or there and sent them back to him – I just figured that was how it was done in my new company.

He finally said to me: “don’t you want to change it more?”

To which I replied why would I? It’s not how I’d write it, but you’ve got the basic point across, said what needs to be said, so just pay attention to the details and get it out the door. Apparently his prior boss had rewritten every word he wrote. How can someone grow and gain confidence if you do that to them? This guy flourished from there, and not because I’m a super boss, but because I created the space for him to find his own voice.

Wikipedia’s Definition of Authenticity – be faithful to internal rather than external ideas

In this new world of information and content marketing, being authentic has NEVER been more important. You’ve got to find your own voice and share it with the world in an appropriate way that gains maximum results for you or your business. You can’t be someone you’re not. You can’t speak in your boss’s voice. You can’t write or communicate in any other way than what is true for you. If you try to be someone else, you will not come across as authentic – and this has never been more important than it is today. Authenticity is what determines success or failure, because your target audience is not stupid.

Sure you can bring in the key messages your company wants to get across. But when you create and share information, you need to integrate everything you know and understand, then bring it forth from the core of your true, authentic self. Do you know who you are and what you want to say? Then say it. Do you think you need to temper yourself? Get advice from people who KNOW you. And of course always ask your boss if you’re unsure – because you don’t want to be one of those examples of a major faux pas in social media-land. However, the message remains – don’t let anyone change your communication into a style that is not you. Good judgement is vital, but so is being true to yourself.

I was very lucky to get this lesson early on in my career, and for some reason I started pondering it today – I think it was a thought unknowingly inspired by my friend Jenny McDonald? I know it’s not easy in the junior ranks expressing your true self – in fact, sometimes it can feel very alone being authentic. But if you want to get ahead and win in this new world of communication, you’ve got to dig deep, believe in yourself, and find it. In fact, this is true for life, full stop.

Sometimes the road of authenticity gets bumpy – because it challenges people who are not true – but at least you can sit back and say I was true to myself – something not too many people can say at the end of their careers I assure you.

Anyone else get any good early career lessons they’d like to share relevant to business communication?

Good luck and be authentic!

Cheers

Andrea

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by | May 26, 2011 · 2:13 pm

Will you take the SAJE Speakers’ Challenge?

I attended an event last week; it was a great event, all except one speaker. He was speaking on behalf of the platinum sponsor AND essentially, he did a product pitch. It was just awful and long before the end of his presentation, I wanted him to stop. It was so bad; the entire audience was squirming in their seats from the boredom and tedium of it all. I am constantly baffled that executives do not understand how to present in an exciting and engaging manner, and I’ve heard a lot of presentations.

What did he do wrong? He constantly referred to his company and what they are doing in this space. He did not educate me or excite me about the potential of this new technology. He did not show me the future of where it’s all going. He did not refer to any examples of great applications of this technology (a.k.a case studies.) He did not address a single challenge businesses are facing when seeking to adopt this technology. And the worst thing? He criticised other vendors in this space, but even worse than that, the ones he criticised were also sponsors, and therefore speaking at the event. It was very tacky and I believe, one of the worst “crimes” a speaker can commit. He just got it all wrong.

However, during the Q&A session, this guy was brilliant. He obviously knows his stuff, was able to get people excited about what this technology offers, and if he could just translate that knowledge and enthusiasm into his presentations, he’d be gold. I don’t know how people can’t “hear” the discomfort in the audience – the squirming, shuffling of papers, scratching, hushed conversations – it increases in volume the longer you speak. Definitely a sign you’re on the wrong track and should wrap up ASAP.

So I’ve been thinking about this and have come up with a new challenge for speakers. If you know of any great speakers, pass on this challenge because I would love to do some informal market research and share the results.

The next time you are speaking at an industry event, one where there is a specific theme, can you speak without mentioning your company – AT ALL?

That is the SAJE Speakers’ Challenge.

Here are the rules:

  • The next time you do a presentation, you must do it without referring to your company AT ALL. You ARE allowed to present on corporate templates, featuring your company logo, but that is the only reference to your company allowable. The only time your company should be referenced is when you are introduced by the compere – that’s it
  • Introduce yourself, including all of the wild and wonderful things you have achieved in your professional life (and personal life too if you’ve been really interesting,) but do it without mentioning the company you work for. This will force you to be creative and relevant
  • I’ll use a technology presentation as an example, because it’s closest to my heart. From this point on, your presentation must be focused on the future and where you see it going in relation to the technology/solution you are presenting about
  • Start with a big picture view, where we’ve come from, where we’re all going, and the great opportunities it will deliver
  • It must highlight what you think is hype and what you see as the real tangible business benefits
  • Give delegates a roadmap – “this is where most businesses are, this is where we’re all going, these are the steps I recommend you take” – in other words, a list of priorities
  • It must address the legitimate fears your audience might be facing – loss of jobs, loss of power, outsourcing, offshoring, etc… and it must be honest about these challenges. There is also a benefit here – all new technology evolutions deliver new opportunities – so highlight the opportunities because this will help alleviate fear. Don’t squirm away from this stuff – it is top of mind for most executives in the audience and they are looking for guidance on how to manage these challenges and win
  • It must focus on successes in the market (case studies,) and how businesses are using the technology to achieve greater business benefits and growth
  • It must focus on how the technology/solution can help them be personally successful – show them how they can be champions and they will surely love you for it
  • Be funny, but be relevant with your humour – not all jokes travel well
  • Never, ever criticise anyone else in your field, or another competitor, but especially never criticise another sponsor – it just makes you look childish 

So there’s the challenge. Who’s up for it?

And if not, cut this out and refer to it when you develop your next presentation.

What do delegates want when they attend an event?

The sense of accomplishment that comes from a day well spent, based on the flow of presentation take-aways – all aiming to answer the following:

  •  Education – “what is this product/service and how will it make my business more profitable/successful?”
  • Clarification – “there is a lot of hype in the market, can you explain clearly what this all means to my business and how it will impact my bottom line?”
  • Positioning – “we’ve been told we need to consider investing in 10 new products this year but only have budget for two – why should this technology area be in my top two?”
  • Maximize – “due to limited budgets, how can I get better investments out of existing infrastructure?”
  • Proof – “what examples do you have of success – what went well, what didn’t, what did you learn?”
  • Localized – “what examples of success do you have locally? Any examples we can reference when considering our decision?”

If you can get your audience engaged and thinking, or if you can really challenge them, or maybe even have them sitting on the edge of their seats or laughing, you will be swamped after your presentation and your marketing team will be thrilled. And you can do this all without ever mentioning your company. I promise.

Who’s up for the challenge? I look forward to sharing some speaker feedback with you.

Andrea Edwards

Managing Director

SAJE

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