As salespeople, many of us have been conditioned to see things through our own eyes and our sales behaviors are based on these perceptions. Seeing a buy/sell relationship only through our own eyes, however, should be a thing of the past.
Is your industry becoming more competitive? Are your prospects taking a closer look at what your competitors have to offer? Selling in today's marketplace reminds me of that line from ABC's Wide World of Sports: "The thrill of victory and the agony of defeat." For the salesperson in the arena, it's winner take all.
Is your sales team performing far below potential?
Mine was. In my first sales manager's job almost 20 years ago, I inherited a ten-person sales team that was ranked dead last out of 64 offices. Our only producer was an 18-year veteran with the company. None of the other nine salespeople had more than one year of sales experience. Obviously, we were performing far below standards. The attitude in the office was pitiful. I heard a lot of excuses for poor performance like "lousy territory" and "our prices are too high," but what my salespeople really lacked was a success role model.
Negotiating power plays a major role in every type of negotiation, whether it's a labor negotiation, political negotiation, or a buy-sell negotiation. Both the buyer and the seller have power in a negotiation. Power is each side's perception of its strength or weakness in comparison to the other. This perception of power affects the ability of each party to achieve its own goals. The more negotiating power you have in comparison to that of your buyer, the fewer concessions you'll have to make.
Do you have enough time during the day to respond to all the messages others send to you and spend a high quality and quantity of time developing your people? Chances are, you don't. I've heard many managers complain because they feel drowned under the "product" of today's communications tidal wave - innumerable messages from cell phones, e-mail, fax, voice mail, etc.
To achieve maximum value from your next sales meeting, prepare the ending first.
Throughout history, great leaders have inspired others to action by preparing, then delivering carefully constructed conclusions to speeches. Lincoln's, "Government of the people, by the people, for the people . . . ," Patrick Henry's, "Give me liberty or give me death," and John Kennedy's, "Ask not what your country can do for you, ask what you can do for your country" are a few examples.
You can have the best product, with the lowest price and the best terms, and still your customers will ask for a better deal. Why? Because it usually works! Customers know that when they maneuver for a better deal, they usually get it. However, when you are prepared for their ploys, and respond appropriately, you'll close more sales without giving away the store. Here are seven common negotiating tactics that customers get taught in negotiations school:
As salespeople, many of us have been conditioned to see things through our own eyes and our sales behaviors are based on these perceptions. Seeing a buy/sell relationship only through our own eyes, however, should be a thing of the past.
The sales presentation is your chance to show and tell, but it's not all show and tell. You also need to think strategically about the customer's buying process and their needs, your competitors' offerings and why your solution is best. Here are 10 keys to planning a delivering a winning sales presentation.
One strategy for achieving your full leadership potential is to study history, and learn from the mistakes of others. I recently read At Dawn We Slept: The Untold Story of Pearl Harbor, the definitive 889-page study of the Japanese sneak attack on Pearl Harbor. The bountiful human errors of leadership suggest lessons for leaders that may help you prevent your competitors from catching you and your company off guard and asleep.
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