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Ryan Hixenbaugh has sold ad agency services, apparel, DME, radio time and sponsorships.  He has sold to Governors, the Pentagon, Walmart and a number of the Fortune 100 along with numerous small businesses in a variety of industries.  He has raised over a million dollars for non-profits.

Hixenbaugh has also managed a number of national sales organizations and helped many companies develop sales strategies.  He has spent years developing and facilitating custom training programs for sales organizations in North and South America and Europe.

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Why People Buy

I know you spend time thinking about how to sell.  It’s a primary focus for sales people.  But have you thought about why your prospects buy?

That’s the path of sales success.  It is their mindset and their need that gives you opportunity.
When products are undifferentiated, all that is left is price.  If we cannot perceive a difference in products, price drives the decision.  It is worth spending time considering.
If you are selling – they are negotiating.

But, if you are fulfilling the real need, they’re searching for you.

So what is the ‘Real Need’?
You can bet on these:

• More sales.

• More profit

• More customers

• Greater productivity

• Reliable supply chain

• Dedicated employees

• Higher morale

• Better image

• More time

• More free time

• Fewer hassles

• Recognition

• Appreciation

• Adventure, or at least new experiences

Notice that your product is not on the list.
That’s why prospects don’t return your call.  Or they object to your price.
They seek additional bids.  They tell you they’re happy with their current supplier.

Look at that list.   Add your ideas to it.
These are the reasons people decide to buy.  Oh, you still get orders just selling product.
But if you want real customers that seek you out:  Tie your product to this list…and prove it.

Provide any of these, and price becomes unimportant.  The more value you provide, the less price matters.

Remember:  Provide Value First.

The Sales Continuum
There are certain mindsets your prospect must pass to become a customer.
How can you help your prospect check off the requirement?  What other benchmarks have we left out?

1)  I am comfortable with my sales rep.

2)  I have confidence in my sales rep.  I trust him.

3)  I understand what I am buying.

4)  There is a difference in the person and the company that I am buying from.

5)  This product and sales person will fulfill my needs.

6)  I perceive a value in the product I am purchasing. It will increase my profit or productivity.

7)  The price seems fair

8)  This rep is comparable or better than my current rep.  He is working to help my business.

9)  I like this rep.  He is a good resource for us.

How can you help your prospect to navigate this list more quickly and powerfully?

Notice that of the 9 items,

• Six involve the sale person.

• Two involve product

• One involves price

In sales, relationship always trumps product.
Because relationship entails trust, credibility, performance, momentum and preference.
That’s hard to sell against.

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Why Accounts Change

You are asking your prospect to change vendors.  Make no mistake, that is a hassle. 
It may require training.  Re-stocking.   Administrative effort. 
Perhaps explanations to management or staff.
Don’t minimize what you’re asking them to do.
Consider why accounts change.  Work it into your presentation.

What is Good Service?  Do you provide it?

I had an interesting experience with an orthopedic surgeon that was a customer.

He had been invited to speak to our sales force, sharing his perception of sales reps that visited his clinic.

As he spoke to us, he made the statement that in terms of reps, good service was difficult to find.  After his talk, I asked how many of the sales professionals in the room felt that they offered good service.  Every one of them raised their hand.  In fact, every time I’ve told this story, every rep raised their hand.

So why is it, when we all believe we provide good service – a valuable customer could make the statement that good service is difficult to find?

Either he doesn’t recognize good service.  Or we, as sales professionals, don’t.
And he is the customer.

So in the privacy of this section let me ask you.
Do you provide good service?
Why do you say that? 
Write down, in terms of your industry and your customers and your competition, what good service is.

I suggest you write it down, because it is more elusive than you may think.
In fact, many of your customers don’t think you provide it.
So if you do know what it is, you should capture it and make sure you communicate it and live up to it.

After you’ve made your list, check this one.  If you have ideas we haven’t listed, share them with us and we’ll add them.

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Elements of Good Service

1)   Frequency of visits.

2)   Product Knowledge.

3)   Knowledge of Product Applications (not just what it does, but how your customer uses it, when and for what)

4)   Attitude in their offices.

5)   Staff Relationships.

6)   Buyer Relationships.

7)   Management Relationships.

8)   Communications.

9)    Follow-up.

10)  Timeliness.

11)  Service and Support (time in the office when you aren’t presenting).

12)  Do what you say.

13)  Ideas for the business.

14)  Referrals for the business.

15)  Network for the business.

16)  Understand terminology.

17)  Understand how the customer’s business is differentiated.

18)  Present product options in terms of revenue, profit, productivity.

19)  Add to the morale of the company through your own attitude as you arrive.

20)  Respect confidentiality.

21)  Anticipate product needs.

22)  Reliable supply.

23)  Stand behind the product performance.

24)  Protect the company from over inventory.

25)  Recognize and appreciate individual efforts within the company.

26)  Share in company successes.

27)  Take responsibility for correcting miscommunications and problems.

28)  Readily available.

29)  Easily accessible by phone, online and in person.

30)  Effective and creative use of technology to support and communicate.

31)  Prompt introduction of new products and promotions

32)  Break the rules for the buyer’s benefit.

34)  Knows my kids' names.  Knows my spouse’s name.

35)  Knows my favorite hobbies and interests.

36)  Knows where I went on my last (or favorite) vacation.

33)  Knows my boss, but doesn't go around me. Knows my staff, but doesn’t ignore me.

34)  Keeps me up to date on happenings in the business, market and industry.

35)  Respectfully introduces me to executives at his company at trade shows.

36)  Understands my concerns before defending his policies.  Champions my business.

37)  Understands how my company uses his products, when and in what volumes. 

38)  Anticipates our needs.

39)  Has proven herself trustworthy.

40)  Typically makes me laugh when visiting.

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What is ‘Value”

How to Add It

Value is not something provided by the manufacturer.
That’s called product.  Or promotional support.  Free shipping and such.
These are things the prospect may negotiate.
It is not the kind of value we’re talking about.

We’re talking about something the sales person can do.
Something that isn’t expected. 
Something you do for your customer to benefit them and their business.
This is value that sets you apart.

We like it when the manufacturer ‘adds value’ by offering a discount or something.
It gives us something to sell without having to think about it.
But it offers little lasting benefit.  The customers knows the difference between what the company is doing versus what the sales person is doing themselves.

So do the work.
Sit down and think about your business and your customers.
How can YOU add value?  Something extra you can do unexpectedly to their benefit?
This is your chance to be creative.

Jeffrey Gitomer is one of the top sales trainers and motivators in the business.  Many of these ideas are his. You should visit his site at www.gitomer.com.  He suggests, “Find something that your customer considers valuable and give it away.”  Hint:  Most often, this will require time and effort as opposed to money.

Providing Personal Value

• Provide materials to enhance their customer’s experience while reducing time

• Help build your prospects business with cross promotion or alliance presentations.

• Be respectful of their staff.  Support their work and their day.

• Look for creative ways to add revenue to their company.

• Present the prospect with your written ‘follow-up’ or in-service schedule that insures after the sale support.

• Provide your own, personal “Guarantee” offer, backed by service.

• Use your professional skills or contacts to support their personal interest.

• Involve yourself in their charities.

• Go to the extreme – and get caught at it.  Faster turn/after hours service/hand deliver/straight to customer….whatever it may mean in your business.

• What more can you do that their current sales rep isn’t?

Remember those accounts you’re targeting?  Provide value first.
It isn’t payback – it is investment.  It has more meaning when you offer it first.

Become Valuable
Become known as a resource, not a sales person.  Your value is a ratio of your knowledge combined with your willingness to help others.  How valuable are you to others?  How valuable to your prospects?

Start by taking responsibility for everything you do and everything that happens.
You are the customers resource.  If you blame the company or anything else, the client has no way to fix things.  If you take responsibility, they learn to trust you over all other things.

Remember, you are the human face that can make mistakes – as long as you fix the problem and keep the responsibility (and trust)

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Branding You

In Sales – prospects buy the sales person first.

In fact, when you present to a new prospect, IF you get their attention with the product, one of their unspoken considerations is YOU.

As they think about the product, they also compare their current rep with you.
They may be thinking:

• I haven’t seen my current rep for months, or

• I can’t take this business away from Fred, or

• This gal has been in here four times in the past two months, always with new ideas, or

• I never get ideas like this from Fred, or

• This gal doesn’t have a clue about my business, like Fred does, or

• She’s a rookie, unlike Fred, or

• She makes Fred look like a rookie, or

• Well, you get the point

All of that is going on while you present.
They are not going to buy your product without buying you.
And they are going to compare you with the current rep.  So you better manage this.

Think of it as Brand Management.  And you’re the brand.
What is a brand?
It is a very small niche where you are the leader.
It is something that people will pay more for…wait longer for….travel further for.

What do you stand for?
Where is your expertise? 
What is your track record?
What should your prospects see and remember about you?
Expertise?  Leadership?  An Innovator? Professional stature?
How are you different than other sales people in the industry?

What will your prospect learn about you if they ask around?
Can you answer these questions, and make yourself a brand?  If so, it is a very powerful selling tool.

In Front of the Customer

• Be aware of your surroundings.
  Find something personal – photos, family, art, sports, hobbies
  Look for topics to develop your relationship.
   

• Invest a portion of your time together to further the relationship
   

• Ask lots of questions
  Uncover any needs or problems
  Stop talking after you ask a question
   

• Show the product and tie it to profit and productivity.
  Understand product application
  Focus on competitive differences
   

• Resolve their issue
  Do not over sell, pretend or lie
   

• Ask for the business
   

• Don’t waste time – be prepared and sensitive to the time
   

• Find a reason to come back and make a follow-up appointment
   

• Always leave more than you take (you take time)

The Gatekeeper

In many businesses it is this person’s job to screen sales people.  Her wrath can lock you out of the business.
Don’t ignore her.  Don’t try to go around her.
Work through her.  Make her a champion.  It isn’t that difficult.
Recognize her responsibilities and respect her position in the office.  Plan a sales call just on her.

Get her name and learn about her background and interests.
Ask for information on the office.  Ask what the rules are for calling on her office.
Get information on the people you should talk too, including names and schedules.
Ask how she would like you to follow-up.
Make her part of your team, and you’ll be ahead of most other sales people. 

When you depart, let her know when you’ll be back.
Like all of us, she likes to be in the know.

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Overcoming Objections                       

“Every obnoxious act is a cry for help.”
-Zig Ziglar

#1. No interest in buying
They’re just trying to get rid of you.
It is a dismissal, not an objection.
You haven’t connected with the value you offer.
Re-assess your prospect and the value you’re offering them.

#2. Establishing expertise.
It isn’t an objection; it is showing off their knowledge.
This is a great opportunity.
Help guide his expertise to validating the product need and function.
He’ll sell himself.

#3. Lack of authority.
It isn’t an objection. They just can’t say yes.
Sounds like a qualifying problem.

#4. Protecting a vendor
it isn’t an objection, it is guarding a personal relationship. Relationship trumps product. What are the boundaries of the other rep’s line? Where can you fit?  Where has his company under-performed?  How is your relationship?

#5. No open to buy
You’re talking to a budget spender, not the budget maker. Move up the ladder.

#6. Product/Company/Rep experience
Now this is an objection!

#7. Product/Company/Rep misinformation.
This, too, is an objection.

Many so-called objections (1-5) can be avoided by more effectively qualifying your prospect.

• Do they have the authority to buy?

• Do they have the need?

• Do they have the budget?

• Is the timing appropriate?

If you haven’t fully qualified your prospect, you are going to get a lot more of the ‘ego’ objections.  We call them ‘ego’ because for some reason people just can’t admit they don’t have the authority or the money to buy or change vendors.

If the prospect has been qualified and you’re getting ‘ego’ objections, you haven’t effectively caught their attention with the value you offer.  You haven’t connected.

Real objections (6 & 7) are just a way of getting more focused information from you.

Experience & Misinformation Objections

Overcoming objections is often a matter of overcoming your training.
You receive quite a bit of product training.  In fact, you may have a better market overview than your buyer.

You know your product inside out.  Features, benefits, innovations.
You know your competitors inside out.  Vulnerabilities and shortcomings.

You understand how the product functions and where it contributes.
So when a customer has an objection.  You KNOW the answer.  Bam – you correct their "misunderstanding" with facts. 

It is one time when you really get to show off your expertise. It may cost you the sale.

The Rule: Listen more, talk less.  In fact, don’t talk until you know what you’re really talking about.

The Technique: More questions.
Like peeling an onion.  Instead of correcting a comment, empathize with it.  Acknowledge it. Explore it. 

If the prospect tells you the product doesn’t work in a certain application, don’t jump right back with the answer (even though you know it!).  That’s not selling, that’s one-upmanship. 

Validate the prospect's feelings about it.  “Oh – it sounds like you’ve had some problems with it….that must have been frustrating.  What happened?” 

Not defensive.  No resistance.  Open communication.

Now the prospect feels like they have an understanding ear for their concern.  They feel like they are explaining things to you.  They are more likely to open up.

Keep asking questions until the prospect has fully revealed their objection.  Completely vented.
They’ve talked it out.  Now they are ready to listen.  And you’ve learned their exact circumstance.  Even if you’ve seen the circumstance a hundred times before, you’ve validated their concern.  They’ll allow you to address it.  In fact, you can probably even trial close with your answer.

After Call Review

• Critique yourself.  You may even want to record your thoughts on a digital recorder as you drive.

• What did you say wrong?

• What did you say right?

• What should you do now?—Thank you card?  Prepare what you promised for the next appointment?

• Were you prepared?  What did you miss?

• Did you meet your goal?—Did you have a goal?  What do you need to do?

• How can you keep the dialogue open?

• Did you ask for the business?—did you set the next appointment?

• Follow up ‘Thank You’ notes & confirmations

Frequency Of Calls

Over the years I’ve always been surprised how easily prospects will convert.
I am of the opinion now, that any prospect can be sold.
It is a question of being able to articulate the value clearly, and persistence.

Some theories say it requires six calls to close a sale.
Statistically, the majority of sales folks give up after 3 or 4 unsuccessful calls.  Isn't that funny?  Professional sales people giving up before they meet the established standard.  Don't be one of them.

The Rule
Identify target prospects and invest time in them.
Learn the company, the needs and the people.
Create a database.
Build the relationship.
Once you’ve done the work, keep after it.
3 or 4 calls isn’t enough.
After six calls, you’ve started some sort of relationship. At least by now they know you. By ten calls, something should have happened. But by then, you’ve got a relationship, so why quit now?

If your target account hasn’t shown progress in six to ten calls, reduce the emphasis.  Introduce a new target account. But keep the relationship. It will come back to you.  We all know that eventually the rep or the company will flounder. You’ll be waiting.

Sales Statistics

1/3 of the market won’t buy from you because you are a nerd, jerk, egomaniac, rookie, frumpy, intimidating, aggressive, ugly, wimpy or dumb. Sorry.

1/3 of the market always buys on price.
Well, let’s say that all of the market buys on price 1/3 of the time.  That’s probably more accurate.  You see, if products aren’t differentiated, we ALL buy price.  I mean, if you can’t see a difference, it is the only decision point.

1/3 of the market seeks value.
Value is how we all start out the buying process.  We want function. We want performance. We want reliability.
When sales people don’t deliver - when they don’t excite us, we lower our expectations. And in all cases, just before we buy….right at the time of purchase….we wonder if we can save any money. If we’re emotionally hooked, it is a transient thought.

So what is value?
It isn’t difficult.  Scroll back up and review "The Real Need"

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Tradeshow

Trade shows are one of the best selling opportunities you can find.  Yet many sales people moan about them.

• “It is time out of the field,” they whine.

• “They’re too expensive,” they moan.

• “Waste of time,” they scoff.

• “I can achieve just as much at home,” they boast.

They’re wrong.
They just haven’t invested the effort to make a show successful.  Here are a few of the possible goals for a show:

• Get known by those who count

• Get more prospects

• Make more contacts

• Make more sales

• Build relationships

• Make a career advancement or find a new job

• Build your reputation

Trade shows are valuable whether you can attend or not.  (Of course they are more valuable if you go.)

Working a Trade Show

6 Weeks Out
This is a reason to talk to your key accounts and your target prospects.
It is also a good way to reconcile lost accounts. Ask if they are planning to attend the show. Look at that, a conversation starter focused on something besides selling. Have they been before? Is it a good show for them? Why? What’s it like?

This is also the right time frame to invite the key account or top prospect to dinner. More happens off the exhibit floor at trade shows than at the booth. Take the time to schedule it formally. We’ve always confirmed with formal, printed invitations that have the restaurant, address, time and cell phone numbers, just so the customer knows we are counting on them. Things do get hectic when you’re out of town. Six weeks out is the appropriate lead time.

1 Month Out
This is the time to start talking about the company’s plans for the exhibit.
Are you launching a new product? Invite your prospects by the booth for a personal demo. Will top executives be there? Invite your prospect by to meet them - You really want them to!  Do you have a guest speaker, special demo or other attractant? Invite your customers by.

Even if you aren’t attending, make the invitation. Tell them you can’t go, but give them the name of someone you’d like them to meet or connect with.

Always build the excitement. Whether you attend or not, it is a reason for contact. Your prospect isn’t attending?  No problem. Tell them what you are doing at the show and ask if you can schedule a time to come by and show it to them personally.

2 Weeks Out
Start confirming activities.
Dinners, lunches, breakfasts are all scheduled and invitations passed out. Start to build anticipation for your exhibit or product launch or whatever you plan to present.

At the Trade Show
Look for a way to enhance your relationship or provide something extra.
Like what? Well, we’ve seen it all:

• A ride in from the airport

• Customers sharing rep hotel rooms

• Sharing badges for entry

• Getting off their feet at the booth

• Joining a group from the company for cocktails

• Forming a group for dinner

• Slipping away for a quick lunch

• Getting up early for breakfast

• Nightcaps

• Sharing cabs

• Loaning product for use at the show (I’ve done this with jackets, skiwear, walker boots, knee braces…even insoles)

Don’t you dare spend an evening alone or with other reps at a trade show.
Off hours are THE hours to improve relationships. Spend it with customers, prospects, vendors, executives of the company, product managers – anyone that can make your business better.

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Performance Killers

Performance Killers are just part of the training developed by Fred Mady for medical device sales people. Fred is an incredible sales professional and owns Madison Medical and Summit Medical orthopedic bracing services.  You ca find him at http://www.madisonbrace.com   Fred has deeply influenced many of the ideas here.

These are the areas that kill a rookie sales person's success and limit their income.  

I Planning

• Lack of planning

• Lack of priorities

• Not working a plan

• Indecision

• Procrastination

• Over-commitment

II Organization

• Disorganized office

• Plans and priorities not clearly visible

• Disorganized car

• Resources not readily available

• Disorganized paperwork

• Lack of information readily available

• Crisis management

III Attitude

• Trick yourself into believing you are working hard

• Deciding you have enough business

• Believing you have a dominant market share

• Passing business everyday

• Fail to read, study, and find ways to make yourself better

• Negative thinking – Lowered Expectations

• Make excuses

It is all related.
Without a plan, you don’t know the priorities.  A lack of priorities leads to indecision, which leads to procrastination.
Procrastination leads to over-commitment, which leads to crisis management.

Build a plan.
Spend time organizing your work space.  And remember, there are always more products and more people to sell.

Be a person of action. Do things.
Customers aren’t going to change vendors unless something happens.  So make something happen. Change things.
Be willing to give of yourself.  Give time. Give expertise.
Spend time on behalf of your prospects. Show them you are thinking about their business.  Build these habits into your network.

Sales Materials
Marketing materials don’t sell product. You sell product.
Sales tools enhance your presentation by providing graphic support and credibility.
They are reference materials. Sales materials will remind the prospect of your visit and what you told them that resonated. But it only works if you present the material first.  Never leave sales materials you haven’t presented live.       It wastes them. They won’t be read.  But you won’t be able to put them to work when you return. Save your ammo.

On Advertising
You lead the sales effort – not advertising.
Advertising has no grounded impact – until you give the prospect a personal connection to it. Once you’ve made an impression, the advertising will remind the prospect of you and your presentation. But it won’t open doors initially unless your company is spending several million dollars per campaign.