The dreaded "Just checking in"

Craig Rosenberg insights on the flailing attempts of sales people to move the cycle forward is worth the read. Don't be that guy! That "guy" who is just "checking in". 

Tell your sales people they are forbidden to do a  "check in" with their prospects or clients. e.g. "HI ___; just "checking in". Honestly, it has zero value to the buyer and is frankly, embarrassing.  People rarely "check in" in their personal life unless someone is sick.  The sales person is implying they have nothing to offer or they think they have the right to start the conversation off with this so the buyer can update him/her.  No thanks.

Want to know why you aren't getting a response  or moving a deal along? "Checking in" is one reason.

Here are ways to avoid the "check in":

1.  Sales Intelligence -- there is a lot of information about your clients.  Doing 5 minutes of research will provide clues into what your approach should be.  The sales reps who emailed to congratulate me when they read I won an award -- memorable.

2.  Sales Intelligence Part II: Trigger Events -- this is Tibor Shanto and Craig Elias rallying cry and it makes sense.  There are events that happen in a decision maker's business life that are reasons to not just "check in" but go sell.  Here is an example: decision maker just announced that they need to double revenue this year. 

3.  Content -- there is an un-named sales person who "checks in" with me by sending me relevant content offerings.  By the way, she sends blog posts from people unrelated to her company! She is trying to check in by offering me something that makes a difference in my life.  She is creating a trusting, memorable relationship with me.  Oh and by the way, I will sometimes write back (unlike the "check in" emails I receive).

Now, some may say "But there is a reason to 'check in' during the sales cycle".  Typically, the sales person who "checks in" has lost control of a deal.  They don't know what is going on and need to find out more. 

1.  Always mutually agree on a next step or deliverable -- if you leave a call without some type of agreement, you will be FORCED to "check in".  I have heard stories in the old days of enterprise sales reps bringing calendars into sales meetings to create a time line with the prospect.  I like that, you know have something the prospect has agreed to allow you to ask for.  If you "check in", I don't have to get back to you.  If I owe you something, then I owe you a response.

2.  Don't be such a wimp -- this is a business relationship, don't use the "check-in" as a way to be passive-aggressive. Ask for what you want. If someone is supposed to send you their requirements, ask for that. 

Neil Patel’s Guide To Closing BIG Deals

When it comes to selling, I am terrible at it. If you told me to convince you to buy a red plastic cup, I wouldn’t be able to. But if you told me to sell Walmart a million of these red plastic cups, it’s very likely I would be able to.

Over the years I learned that although I suck at selling products to individuals, I am great at closing big deals with businesses. As an entrepreneur I have closed deals ranging from $240,000 a year to even $1,200,000.

Aside from knowing what you are going to sell, here are the 5 tactics you must use if you want to close big deals.

Step #1: Create a Bond

People like doing business with those they can relate to. If you are going to spend money, why not spend it on people you like, right?
The best way to get people to relate to you, and your product, is to create a bond. You can do this by telling stories, or just “shooting the shit”.

One thing I like doing is to talk about my past experiences. I tend to talk about my childhood or teenage years. Once I do this the other person usually feels comfortable enough to talk about their life experiences.

The whole purpose of doing this is to get to know the other person on an intimate level. At the same time, they’ll quickly feel like they’ve known you for years, when in fact… you’ve just met.


Step #2: Be Logical

The tactic I use most often when trying to close a big deal is logic. If a company is spending $100,000 with someone else and you can do the same thing for $50,000 while still maintaining a healthy profit margin, why not talk about how you can save them $50,000 every year?

In addition to saving others money, I always try to talk about how my services and products create better results than the competition. Through the use of case studies and testimonials, you can easily achieve this.

Another tactic you can utilize is to break down how much additional revenue you can provide a company. A logical tool I have found useful is called, “effectuation.” For example, I once did a pitch to Blue Nile and broke down how I can drive much more traffic to their website, what percentage of those visitors would convert into customers, and the average revenue/profit per new customer. This helps increase their growth rate and would potential cause their stock price to go up.

Step #3: Change Their Mood Not Their Mind

Although logic is great, not everyone bases their decisions on logic. Many people are motivated by emotional triggers. Instead of trying to change a person’s mind, start trying to change their mood.

Lets say I am offering companies a tool that helps them increase their revenue through conversion optimization. Through logic, if I am not able to convince you to use my tool, I’d figure out a way to change your mood. Changing sentiment can be as game changing as using cause/effect analysis.

Utilizing step 1, if I learned you love Madonna, I would try to find a Madonna concert I can get you tickets to. Or I would buy an autographed Madonna album on eBay and mail it to you.

It’s true that money can’t buy everything. Sometimes understanding the sentimental value of things, particularly the value individuals place on certain items, allows you to get a better understanding of how to change moods positively. Typically what people are missing isn’t work related, so you’ll have to think outside the box.

Step #4: Create a Sense of Urgency

Now that you have the other party interested in your product or service, you need them to move fast. The best way to do this is to create a sense or urgency. Playing on the idea of supply and demand can have great results. Terms like: limited supplies, limited time only, and while quantities last put pressure for you to move quick.

The pitch I usually make is that we only have one opening to take on a new enterprise customer and that it will be filled within the next 30 days.

When creating a sense of urgency make sure you aren’t lying, because it can backfire. When I tell companies that I only have one opening, I mean it! Yes, I can take on more customers in the future, but that involves scaling my company… which takes time.

Step #5: Turn the Tables

Although this is the last step, in many ways it is the most important step. Not only will it determine the size of the deal, but it also determines if you will be able to close the deal.

With most business deals you’re the one pitching, which naturally gives the other party the upper hand. And when they have the upper hand they won’t just make you earn the deal, but they’ll squeeze you on the price. This will make the deal less lucrative for you.

Leveraging step 4, by creating a sense of urgency, is the best way to turn the tables. Here is what I typically say to turn the tables:

As you already know, I only have an opening for one client. I only want to work with companies who are doing fun, exciting, and revolutionary things. Why should I choose to work with you?

Believe it or not you’ll get a response, and it’s typically one that defends how great their company is. In essence they are now pitching you on why you have to work with them. Now when you send them a proposal they’ll be more likely to sign a deal.

Conclusion

Following these steps won’t help you sell that single red cup, but it can help you close big deals. At first you may struggle at closing big deals, but with some practice you’ll get good at it.

If I was able to close 6 figure deals while I was in high school, there is no reason why you can’t do it as well. Try it out and let me know what you think.

The Seven Deadly Sins of Salespeople

In the late sixth century, Pope Gregory described the seven deadly sins from the least serious to the most, as superbia, invidia, ira, avaritia, tristia, gula, and luxuria. Translated from Latin, they are pride, envy, anger, avarice, sadness, gluttony, and lust. What do you think are the seven deadly sins of salespeople? Here’s Steve Martin's list, in order of least to most severe.

Chattering. Salespeople talk too much on sales calls for a variety of reasons. Some are nervous chatterers who just can’t keep their mouths shut. Others think they know more than the customer so they lecture the customer to death. Many salespeople feel compelled to recite their canned pitch regardless of the customer’s actual interest. You have conducted a perfect sales call when the customer has been persuaded to buy even though you listened far more than you spoke.

Gourmandizing. Millionaire railroad tycoon Diamond Jim Brady was a legendary gourmand who lived at the turn of the twentieth century. For breakfast he ate eggs, pancakes, pork chops, cornbread, fried potatoes, hominy, muffins, and beefsteak and drank a gallon of orange juice. Lunch consisted of two lobsters, deviled crabs, clams, oysters, beef, and several pies. A platter of seafood and carafes of lemon soda constituted his 4:30 snack. The evening meal began with three dozen oysters, six crabs, and turtle soup. The main course was two whole ducks, six or seven lobsters, a sirloin steak, and servings of vegetables. Dessert included a platter of pastries and often a two-pound box of candy. Does your sales organization include a “Diamond Jim Brady” who devours company resources to the point of gluttony?

Inactivity. Salespeople must be short-term thinkers and long-term planners. An inactive salesperson neglects the future and does not spend time on activities that build his future pipeline. Inactivity is not to be confused with laziness. Many hardworking salespeople are completely focused on the here and now. Unfortunately, they forget about next quarter and next year. Other salespeople place all their eggs in one basket, never really thinking about what will happen if their big deal collapses. They have been lulled into a state of inactivity and could be jolted into reality at any moment.

Obliviousness. Many salespeople don’t take the time to understand how customers fit within their own organization. I am continually amazed at the lackadaisical attitude many salespeople have about understanding the organizational structure of the companies they call on. When they are asked what a person’s title is, they will answer, “manager,” or something equally nebulous, when they should answer, “manager of application security who reports to the director of application development, who, in turn, reports to the CIO.”

Shallowness. Salespeople who don’t know their product well enough to build customer credibility cannot be expected to drive account strategy. How can you determine your next course of action if you don’t understand the customer’s technical objections and how best to emphasize the product’s strengths? Worse, in this situation you are completely at the mercy of someone else because another member of your company has to explain how your product works.

Presumptuousness. Assuming information you really don’t know is one of the worst sins for a salesperson. Salespeople who are not certain but make their best guess about who the ultimate and final decision maker is within an account are more than halfway to losing the deal.

Ignorance. Ignorance is the deadliest sin. If you do not have a spy within an account who is telling you what is happening in closed-door meetings, defending you when you are not around, and disseminating propaganda on your behalf, you will most certainly lose.

Your success is your responsibility. The road to the top is paved with hard work, diligence, and self-discipline. The salesperson who avoids committing these seven deadly sins is well on his or her way to becoming a Heavy Hitter, a truly great salesperson.

How to Move the Peanut Forward: Next Steps

Sales is like navigating a busy city. There are green lights, yellow lights, stop signs, detours, big hills, pot holes and wide open stretches where you can pick up speed. I have had a picture circa 1950's in my office for years of California Street in San Francisco. It reminds me that some people are climbing the hill and that some people are coasting down. For what ever reason, it reminds me of the struggles and highs of sales.


In every Sales Cycle, the question is "What is the next step?". Every call or meeting should have that in mind. The question is how do you move the peanut forward?

The answer is in the questions you ask. I often laugh when people say that others would be good in sales because they like to talk a lot. Of course we all know that this is very untrue. The best sales people are the ones who listen but more importantly, who can ask questions without is sounding like an interrogation.

Think of your prospects like you were in their shoes. What do you want? To be educated? To look good in front of your boss? To make good decision? To surround yourself with people you trust and who like you? Do you like to be told things are have people ask you your opinion? Boil it down to basic human nature and then build your questions within a selling arena.

What have you done to educate your prospect today?

Have you helped them uncover business pains and explored ways to solve them?

What happens if they make this decision? What happens if they don't move forward?

Who does their decision impact and in what ways?

Are their any key power users that you could engage to test the service/product?

What are the top 3 things they like about their current service/product? What would they like to change?

Has budget been put aside for the product or service? Could that funding be taken away or reallocated?

If you offer a cost savings, how would those funds likely be redeployed?

By exploring these topics, you help the prospect articulate cause and effect. By understanding cause and effect, it opens the door to the next conversation and hopefully through to negotiation and a close.

Happy Selling!

Susan Corcoran