Tag Archives: selling

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Pick Up the Phone and Sell

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Reaching decision-makers becomes more difficult every month.  No one answers the phone,  unless they already know me.  Once I’m on an assignment,  98%  of communication happens on email and that’s OK for all concerned.  But what if I’d like to follow-up with a prospect I’ve met somewhere and he/she suddenly gets elusive?  Or what if some influential person says,  “Call so-and-so and tell him/her that I told you to call”  and then that person never picks up?

Playing telephone tag with someone you want to connect with is a real drag and a time-waster.  If there is a way to get the Very Important Prospect to either pick up the phone or holler back,  you need to know it.  Sales guru Geoffrey James,  author of  “How to Say It: Business to Business Selling ” (2011)  says that if an assistant takes the call and offers to transfer you to the VIP’s voice mail,  ask if VIP actually listens to voice messages.   Evidently,  a significant minority of people do not listen to voice mail and consequently,  do not return calls.

As book publicist Yen Cheong observed in an April 1, 2009 New York Times article,  “Once upon a time,  voice mail was useful.”   Ms. Cheong communicates primarily by text and occasionally by email.  “If you left a message,  I have to dial in,  dial in my code.  Then once I hear the message,   I need the phone number.  I try to write it down and then I have to rewind the message to hear it again.”

Sometimes,  a land line voice message will include  a cell phone number to call.  Dial the cell phone.  If VIP answers,  thank him/her for taking the call,  cut to the chase and state your reason for calling,  referencing either the person who recommended that you make  contact or follow-up from a previous conversation.  If you were invited to call and make an appointment,  then ask if that is possible now.  VIP may be able to schedule an appointment right there on the smart phone.   If not,  you will be given a better time to call the office land line.

To set the stage for an appointment,  offer to send some relevant piece of information that keeps the ball in play and initiates an action that  is easy for your VIP to digest without feeling pressured,  making it more likely that future calls will be accepted.  Confirm the email address and  send ASAP.  Resist the temptation to launch a sales pitch,  unless VIP opens the door by asking questions.  Even then,  be very concise and respectful of time.  People on cell phones are often in transit or otherwise distracted.

The pearl of this story is text messaging,  a tactic which I’m willing to bet most of you haven’t tried when pursuing a prospect.  So why not?  According to a 2008 study for Sprint by Opinion Research Corporation,  91%  of people under age 30 respond to text messages within an hour.   Adults aged 30 and older are four times more likely to respond to text messages than voice messages.  So if the VIP’s voice message includes a cell number,  pounce!

Web developer Charlie Park says text messages are more respectful of the recipient’s time.   Text information or your intent to send same,  or ask for an appointment. Texting is an efficient tool to keep the sale moving forward and much more effective than telephone tag voice messages,  which only cause your prospect to give up on you,  because the two of you can’t connect.

The next time you call a VIP and the assistant answers,  ask if voice messages are listened to and also ask if texting is possible.  If you can’t confirm that info,  try sending a text anyway.   You might be pleasantly surprised by a prompt reply and a successful telephone sales call.

Thanks for reading,

Kim

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Customize Your Selling Style

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I will present my workshop  “Become Your Own Boss:Effective Business Plan Writing”  on Wednesday evenings October 10, 17 & 24  5:30 PM-7:30 PM at Boston Center for Adult Education.  If you’ve been percolating a business idea that you’d like to launch, or would like to position for success the business you’re already operating,  please register at http://bit.ly/RnyIBP .

It should come as no surprise that  professional services clients approach buying,  in this case hiring a Freelance consultant, with their own agenda.  They are no different than you and me when we shop for a product or service.  Sometimes we know exactly what we want and other times we need guidance.  Some of us shop for designer labels that give us prestige when we flash the logo  (Prada, Jaguar).  Others like to get to know the owner and counter help at our favorite coffee shop and that relationship keeps us going back.

Jeff Tanner,  professor of sales and marketing at the Hankamer School of Business at Baylor University in Waco, TX,  recommends that you tailor your selling style to dovetail with the buying style of your prospect.  “We all  have our preferred selling style…..(but)  I don’t  always see  entrepreneurs trying to understand the need from the buyer’s perspective”.

Here are three more ways to successfully win a sale by tuning in to what motivates your prospect:

IV.   Tout your A-list clients

As William Shakespeare noted in “Othello”,  reputation matters.  Your reputation with other clients can make or break some deals.  If and when you get the chance to work with a prestige client,  be sure to get a testimonial.  That will be your springboard to the next prestige client.

Many,  if not most,  large companies will not hire a Freelancer who has only worked with small organizations.  They fear that the person does not have the capacity to adequately fulfill the job requirements.   No client wants to have egg on their face for hiring the wrong consultant.  Do what you can to leapfrog up the ladder by starting with small prestige clients and use those names as entree to the bigger fish.

V.     When service matters

For some clients,  it’s all about the quality of service.  What happens after project completion may be a concern.  Depending on your specialty,  it could be good business to devise some post-sale service packages that give clients some support as they implement or utilize what has been developed  (like a new website).

Project deadlines can also be an issue and producing a fast turn-around time may be especially important in winning an assignment.   Speedy response to post-sale questions may be at top of mind for certain clients.  To reassure those clients,  the guarantee of completing a project within a specified time frame,  or the guarantee of a response time,  may be written into the project contract or retainer agreement.

VI.    Close the deal now

Pay attention to your prospect’s body language to gauge whether he/she wants fast action.  If the prospect seems anxious to move forward,  by all means get on with it and cut to the chase.   Wrap up final details by confirming your duties,  the client’s expectations and any deadlines and get a verbal commitment to proceed that includes the project fee or hourly rate and start date.   Ask your newest client to send the contract ASAP and you may even offer to sign one immediately,  as soon as the mutually agreed-upon particulars have been added.

Thanks for reading,

Kim

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How They Want to Be Sold

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When we figure out what makes a client want to become a client,  we can then make that person a client.  Does that sound too obvious?  It is and it’s true.  Before the meeting,  we must first realize that each prospect is an unique individual and so a cookie-cutter sales spiel will not work and second,  when we do get a chance to sit down with him/her,   we must learn what his/her priorities are and then sell to those priorities.  What will give a prospective client the confidence to offer you a contract?

Learning that involves listening skills and that means it’s wise to let the prospective client do most of the talking during your meeting.  All we have to do is listen and respond in kind.  George W. Dudley,  Chairman of the Behavioral Sciences Research Press in Dallas, TX,  recommends that to seal the deal,  it’s imperative to structure your sales pitch to cater to the trigger that will give you the green light.  Here are three common agendas that clients will have in mind as they evaluate whether or not they’d like to do business with you:

I.      Just the facts

If your prospect is detail oriented,  then tightly focus on what your product or service will do for him/her.  Think features and benefits plus credible third party support.  This type does not enjoy small talk or being asked a series of questions,  unless they serve to refine the needs and objectives of the project.  He/she has a very good grasp of the project scope and the expertise required for successful execution.  He/she has a high regard for quantifiable data and has probably researched not only you,  but also your competitors.  This person doesn’t want to be your buddy,  he/she just wants to get the job done by whomever can demonstrate a solid track record of results.

II.    Be an adviser

At the opposite end of the spectrum,  there are those prospects who don’t quite know what they’re looking for.  In that case,  you have the opportunity to educate.  Ask lots of questions about the scope of the project and show the client how you can apply your expertise to ensure that objectives are achieved.  As you help this prospect to make a decision, you may be able to up-sell.

III.  Make it personal

Some clients prefer to establish a relationship with their Freelancers.  Here is where you lay the groundwork for repeat business,  which is a beautiful thing.  Solid interpersonal skills are required and it may take some time to build trust and get your foot in the door.  It will be necessary to demonstrate that you care about the organization and that you’re willing to spend time on customer service,  answering questions,  training staff,  etc.  You must be attentive and not just in it for a quick sale.

More next week and thanks for reading,

Kim

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Do Not Sell Your Elevator Pitch

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The elevator pitch gets a lot of attention.   Much has been written about its importance and how to get it right.   Unfortunately,  most of the so-called experts cannot help us get our elevator pitch right,  because they don’t understand what it’s about.

The original purpose of the  “elevator pitch”  was to have something relevant to say about your business if you happened to encounter someone who could potentially become a client.   Over time,  its purpose was corrupted and it metastasized into a sometimes smarmy self-promoting sales pitch that prospective clients didn’t want to hear.   Most of us forgot,  or perhaps never realized,  that  an elevator pitch was never meant to be a sales pitch.    

But we’re Freelancers and we need to self-promote because we need to plant the seeds for new assignments so we won’t starve to death!  Isn’t that what an elevator pitch is for? If it doesn’t sell us,  then how do we introduce ourselves to prospective clients?

Take heart,  gentle reader.   As we all know,  it’s not what you say,  but how you say it.   It is more advantageous to present oneself in a way that does not reek of obvious selling.   What Freelancers need is an elevator pitch that not only can open up the possibility of a sales opportunity,  but can also be gracefully inserted into a casual conversation.

The well- made  elevator pitch presents you and your offerings in a socially acceptable manner,  with no  obvious  sales pitch.   You’ll be able to roll it out at a backyard barbecue or a wedding reception,  without making people cringe.   To do it right,  it is necessary to learn how to introduce yourself and your business concern in the context of social conversation.

According to Geoffrey James,  author of  “How to Say It: Business to Business Selling”  (2011),  break your elevator pitch down into three parts.   First,  come up with one  sentence that will Position your business.   That sentence will describe what you do for clients in easy-to-grasp language and will state a benefit  that could be of interest  to the person who asks about your professional  life. 

The beauty of this sentence is that it will start the process of separating the wheat from the chaff by revealing the questioner’s level of interest in what you do.   If that person shows only polite interest,  you’ll know that you’re not speaking with a prospect and can move on to  other topics.   But if he/she asks something like  “How do you make that happen”?,  you may have a live one.

If your questioner shows knowledge and interest in your field of expertise,  then proceed to level two and Differentiate what you do by giving examples of what distinguishes you from competitors.   “Some of my clients begin to receive the desired return on investment within three to six months after implementing the business  strategy plans that come out of the sessions I facilitate for them”.   “We have extensive press contacts that will allow us to roll out the PR strategy you need to make your business appear reliable and trustworthy to your target customers”. 

If your questioner continues to demonstrate interest and ask relevant questions,  then advance to level three and open a Conversation.   Ask an open-ended question to verify whether you are speaking with a potential client,  or just someone who is bright and curious,  but cannot hire or refer you.   Maybe  ask something like,  “Does your company have these kinds of needs?  If so,  how are you getting the job done”? Drill down further with,  “Do you have an impending project on the drawing board”? The answers you receive will let you know who you’re dealing with.

If you’ve done things even half way right,  maybe five minutes have elapsed during which the other  person has done much of the talking and you the listening.  If it makes sense to keep the conversation going,  it’s time to  ask for a Meeting,  since  1.) Follow-up is an essential component of success and you don’t want to let an opportunity slip through your fingers and  2.) You are at a social event and you don’t want to be crass and ruin the mood by continuing to talk business.

You might propose it this way:  “If you’re open to talking a little more about how I can help you with  (insert prospect’s concern),  I’ll be happy to sit down with you.   How do I get on your calendar”?

A more cautious approach is,  “If my company were able to handle  (insert prospect’s concern),  what are your thoughts about us getting together so that you can learn more about what we do? Can I get on your calendar”?

So there you have it.  A straightforward and brief elevator pitch strategy that is a real conversation and elicits useful information for both parties.  It is not a sales pitch.  Now all you have to do is put yours together.

Thanks for reading,

Kim

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Smart Sales Call Questions

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Management guru Peter Drucker famously noted that in order to get the right answers,  it is first necessary to ask the right questions.  Whether the subject is love or money,  many of us do not ask direct clarifying questions because we are afraid of the answer.  It takes courage,  sometimes,  to hear the truth.  But in the end,  only the truth is useful. 

I recently found this list of sales call questions and they are a little scary because they cut right to the heart of a prospect’s motive and let you know what is real and what is not.   I vow to pose these questions in my next sales call because it is far better to know  what I’m dealing with.  Time is much too valuable to waste trying to wrestle an assignment out of a prospect who does not have the means or real motive to hire me.  Write these down and post them at eye level:

1.  In terms of time,  money and/or risk,  what business problem will working with me solve for your organization?

You’ll learn the reason the project is out for hire and assess your ability to do the job.  You’ll  learn whether or not there really is a project,  or if the prospect is merely checking out available talent.  Maybe the prospect only wants to compare the Freelancer they usually use to who else is out there?  If there is not a genuine problem to resolve with a timeline and budget attached,  then your prospect is only window-shopping and there is no contract here.

2.  How will you measure success 60 days after we begin working together?

The answer clarifies the goals and objectives you must meet if you win the assignment and also identifies the metrics that will be used to measure your progress as you work.  You’ll confirm that milestones and metrics have been set for the project and that it is real.  The prospect’s  seriousness and sincerity  (or lack thereof)  will be demonstrated in the response.  You will understand how you will approach the project and reconfirm whether you can meet expectations.

3.  How much better does my  “better”  have to be for you to bring me in on this project?

The prospect’s answer will reveal if he/she knows what they’re looking for in terms of whom to hire as a Freelancer.  Are the expectations reasonable in your opinion and do you have the wherewithal to meet them? Might you have to call in a subcontractor to meet a special demand or timeline?  You can assess the level of interest in your services and determine if you are a contender or merely filling out a list that must contain a certain number of names.

4.  How soon do you need to see progress or improvement for you to know that you’ve made the right decision in hiring me for the project?

Once again,  the prospect will show that he/she has thought things through,  has established clear and reasonable goals,  objectives,  timeline and metrics and recognizes success.  You’ll have another means to confirm that the project is real and there is something for you to pursue.

5.  What process will you follow in bringing me on as a provider of this service?

Process questions reveal how far ahead your prospect is thinking.  This question will demand that the prospect envision hiring you and think through what must be done to bring you on.  What budget is available and who else must sign off on your hire? If your prospect has only a fuzzy answer to this question,  then he/she may not have the authority to hire you.

Thanks for reading,

Kim

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Your Sales Pitch and What the Client Thinks About It

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Selling is a huge part of a Freelancer’s job,  because we don’t survive if we don’t sell someone on the idea of hiring us.   In other words,  a Freelance consultant is a salesperson first and foremost,  regardless of the services we provide.   We must keep our selling skills razor-sharp and be forever mindful of what a prospective client needs and wants.

Before you waste time making some grandiose presentation in your next prospective client meeting,   put yourself into the shoes of the person or team you’re trying to sell.   Because you’re in business too,  you know that every day  (or so it seems)  someone is trying to sell you something that you probably don’t need.

Take this reality test first.   Whenever you buy or sell anything,  ask yourself  these three questions,  which will be approached from your personal point of view when buying and from your prospect’s point of view when selling:

1.   What do I need this for?

2.   Why do I need yours?

3.   Why do I need it now?

These are simple and uncomplicated questions,  but they’re not always easy to answer.   When you can convincingly address these questions from the client’s perspective,   I guarantee that you’ll be able to sell them  (assuming that they have the budget).   This exercise forces us to a deeper,  less self-absorbed way of thinking about what we sell and how we sell it and will  result in a more effective sales presentation.

The first question,  “Why do I need this?”  forces the seller to expertly define the value proposition.   In the pre-sales meeting discussion,  ask questions that will help you understand why you’re being invited to meet with this prospect,  what the pressing needs and hot buttons are and what the client may be worried about.

Understand the objectives and how whatever it is you do fits into the big picture.   Begin to understand how what you offer can successfully achieve those objectives and ensure realization of the big picture goal.   Then,  figure out how to express the value of what you bring in language the client will understand.

The second question,   “Why do I need yours?”  is when the seller describes the unique differentiators,  the competitive advantages.  What would make the prospect pay you to supply this product or service?   Here is where we describe that which sets us apart,  why we’re better than the rest,  why it makes sense to go with us.  Answers to this question are formed in bullet points.   They are crisp and clear,  easy to express and remember.

The last question,   “Why do I need it now?”  is the most important of the three.   Here is where the seller states the most compelling  drivers—the need,  pain,  opportunity,  event,  etc.,  that will cause the prospect to make the decision to use your product or service and commence the buying process immediately and not at some yet-to-be-determined point in the future.

This question makes us think seriously about prime motivators and how to eloquently and succinctly express them to the prospect and make him/her want to do the deal right now.   Is the need for your product or service an immediate priority?

If you’ve taken the initiative to approach the client rather that the other way around,  you may find that you’re ahead of the curve,  that you’re presenting a course of action that the prospect isn’t prepared to take,  that he/she hasn’t yet bought into.  If that is the case,  you will have a long market education cycle ahead of you and may well end up empty-handed.   Conversely,  you may learn that you’re too late and the need for your solution has passed.

Nevertheless,   however you mange to get yourself in front of a prospect,   answering these three questions first will serve you well every time.

Thanks for reading,

Kim

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Challenge B2B Sales Assumptions

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A new hypothesis on how to succeed in B2B sales has exploded onto the scene and Freelance consultants had better take notice.  “The Challenge Sale”  (2011),  written by Brent Adamson and Matthew Dixon,  has turned received sales wisdom onto its head.  According to the authors there’s no such thing as Santa Claus,  the Easter Bunny is dead and relationships don’t mean much  when you’re trying to make a sale.

These  startling findings are based on extensive research.  Adamson and Dixon studied 700 sales professionals and then followed up with a global analysis of 6,000 sales people who make their living in complex B2B sales.  They first identified five selling styles:

The Hard Worker                      self-motivated;  goes the extra mile,  won’t give up easily

The Problem-solver                focuses on service issues;  detail-oriented;  excellent with post-sale follow-up

The Relationship-builder      very customer-focused;  generous with time and attention

The Lone Wolf                            self-assured,  follows his/her own instincts

The Challenger                           has a different perspective;  understands the client and his/her business;  loves to debate

When it comes to B2B sales,  Challengers blow everyone else out of the water.  According to the data,  40%  of top-performing B2B sales reps are Challengers.  A mere 7%  of Relationship-builders can claim that distinction.  How do Challengers do it?  They display six game-changing attributes and trying to be the client’s friend ain’t one of them:

1.  Offers the client unexpected options on how to get the job done

2.  Has strong interactive communication skills

3.  Knows the client’s value drivers

4.  Knows the organization’s economic drivers

5.  Comfortable discussing money

6.  Willing and able to pressure the client

The wily Challengers mix these attributes well and have come up with this recipe for the sales-winning cake they bake:

Teach for differentiation

About 53%  of what drives B2B purchase decisions  (like the awarding of project contracts)  is the Freelancer’s /salesperson’s ability to teach prospective clients something new,  to challenge their usual way of thinking,  the standard approach.  Challengers persuasively deliver information and methods that lead clients to see their situation in a new light that  (they think)  will help them improve competitive positioning,  make money,  save money or do whatever it is that they want to do,  all in a way they didn’t know was possible.

Tailor for differentiation

To win a contract today,  the Freelance consultant often has to build consensus and win over a group of stakeholders who have varying amounts of influence on the hiring process.  Job-seekers grapple with this reality also,  as they face down search committees that now control the hiring for nearly every position, no matter how lowly. 

Adamson’s and Dixon’s research shows that Challengers respond to this environment by treating each stakeholder as an individual client,  learning how each one’s role fits into the organization and tailoring a sales pitch specifically to that role and its attached priorities.

Take control of the sale

As our ailing economy drags on,  the authors estimate that 80%  of business is lost to no decision at all.  No,  it’s not your imagination.  Most sales  (or proposed projects)  really do just die on the table for lack of client follow-through.   When it comes to complex buying decisions,  clients have become paralyzingly risk-averse.  Many economists and business experts have pointed out that this practice does organizations more harm than good,  but there it is.  

Furthermore,   Freelance consultants also know that many,  if not most,  clients use the ailing economy as a pretext to get our expert labor on the cheap,  always scheming to wheedle a discount out of us when a contract does get offered.  Challengers are  not swayed by this tactic.

Rather,  s/he sidesteps requests for price cuts and re-directs focus away from price and onto the value of the product/service.   Challengers know that a solid value proposition makes clients more willing to pay a premium.   S/he sells their service’s  (or their product’s)  unique ability to meet or exceed expectations,  meet crucial deadlines,  solve a difficult problem,  or save/ make money for the organization.

Adamson and Dixon claim that the combination of teaching,  tailoring and taking control draws on constructive tension throughout the sales process.  Challengers teach clients how to build consensus for the sale  (project)  by engaging the right stakeholders with the right message.  They don’t cave in to pressure to cut their price.   Moreover,   they do it all in a respectful,  never aggressive manner.   Are you ready to Challenge?

Thanks for reading,

Kim

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No More Self-Sabotage

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You’ve got the expertise and the enthusiasm.  You may have a few key relationships.  But for some annoying and worrisome reason,  your Freelance consulting practice is not realizing its financial potential.  No doubt a sluggish economy is a factor,  but might there be another factor as well? Could a fear of failure —or success— be keeping you from laying claim to your just rewards and causing you to subtly and persistently sabotage your business?  Take a look at these items and see if you recognize your behavior:

I.     Fear of selling

Many people fear and loathe selling.  Selling oneself can be overwhelming and may even seem impolite,  like bragging.  I spent many years in sales and yet confess I get sick of it myself.  But the fact is that if one is in business,  then one is in sales,  so you’d better get used to it.  Sales takes self-confidence and the right message.

Realize that friends and family want to know what you do so they can refer you to prospects.  Prospective clients want to know if you have the expertise to help them to achieve their organization’s objectives.  You must create a clear and simple message to facilitate that process.

Make a list of 2-3 competencies for which you are typically hired,  or would like to be known for.  Attach a compelling benefit to each one,  to emphasize the reason that you should be hired to perform that service.  Next,  describe 2-3 clients who typically hire you,  or for whom you feel your services are especially well-suited.  Your task is to create a 1 minute maximum elevator pitch that communicates what you do,  for whom you do it and the benefits derived.

Write it up and express your sales message in language that is comfortable for you and will be understood by those who can hire you.  Learn also to ask for the business:  “Do you have use for this type of service”?  “Do you have a project in mind? Would you like to set up a time to talk specifics”?  “Is there a budget for this project? Are you ready to move forward”?  “I would like to work with you.  Do you feel ready to  talk about how we can get started?”

II.    Fear of charging fees that reflect your value

Particularly in this economy,  many Freelancers feel too intimidated by the fear of rejection to ask for the money they deserve.  Many clients are,  unfortunately,  prone to minimize the price they will pay for your services,  even if they have the budget.  It is a buyer’s market.  Admittedly,  compromises may need to be made when it comes to setting your fee.  Nevertheless,  you must not undermine your sense of the value that your expertise brings and do what is necessary to obtain your just financial reward.  See my October 11 post for more tips on pricing.

III.   Performing too much pro bono work

Especially when starting out as a Freelance consultant,  the temptation is to throw oneself into either deeply discounted or pro bono projects as a way to gain experience,  create referrals and build a client list.  Judicious use of those methods may apply at any time in a Freelance career,  but be sure that you’re getting something of value in return.  Promises of future paid work are mostly empty,  I’m sorry to say.  Once such  “clients”  have learned that they can get your talents for free,  they will be reluctant to pay you for work.  They’ll just look for another hungry Freelancer to sucker.

IV.    Failure to get press

Are you speaking on a panel,  teaching a course or presenting a workshop? Are you taking a leadership role in a local business association,  chamber of commerce or charity event?  If so,  you must write up a press release and send it to the business editors of local newspapers and blogs.  Follow up by telephone to make sure that the notice was received and answer any questions.

Offer to take the reporter to lunch or coffee,  to start building relationships with the press.  If an article is written,  first thank the reporter and then post the link on your website,  Facebook page,  LinkedIn page and/or Twitter feed.  Good publicity enhances your bona fides and often translates into increased business and additional requests to speak or teach.  Publicity enhances your reputation and helps you to obtain the fees that you know you deserve.

Thanks for reading,

Kim

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Sell on Value

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According to business experts,  it costs 5x more in resources to acquire a new client than it does to retain an existing client.  That cost is probably greater for those of us who specialize in providing intangible services,  where relationships and reputation exert a huge influence on the ability to attract clients and generate billable hours.

It is therefore imperative to 1.) Expertly communicate a strong value proposition and 2.) Unfailingly meet client expectations,  even when the client doesn’t really know what the expectations could or should be.  Those of us in the service business,  tangible and intangible,  must learn how to make the customer feel as though he/she has won by doing business with us.

To successfully compete as a service provider involves confidence,  reputation,  personality and selling skills.  Have the confidence to believe in your value as a highly qualified expert in your field.  Develop the selling skills to communicate your value with self-assurance  (but never arrogance)  in a way that is easily understood and targets the needs of your prospective clients.  Make clients and prospects feel as if doing business with you is a very smart decision.

Accept that you are not mass market and that your services are not a fit for every potential client.  It’s been estimated that 1/3 of customers are focused primarily on price.  Do not waste your time with such individuals because they are not for you.  Most are negative and difficult to work with,  because they know the price of everything and the value of nothing.

Sell your unique value by building a portfolio of success stories to trot out and demonstrate the excellent results that you reliably deliver.  Use those stories to inspire confidence in your abilities  (in both the client and yourself).  Turn your client list into your sales force by obtaining word-of-mouth endorsements whenever possible.  Build trust in your professional capabilities.

Continue to demonstrate your value by fine tuning your listening skills,  so you will hear and understand both what your client wants and also what he/she really needs  (and that may not be the same thing)  and how you can best apply your talents to the project in a way that the client will come out feeling like a winner,  believing that hiring you was a smart decision.  Express your answers by using the client’s own words and phrases when possible,  using language that the client will relate to and appreciate.

Emphasize the customer service that you are known to provide,  the prompt response to client questions and needs and also your sensitivity to costs  (despite your premium pricing).  Let clients know that it’s actually less costly to travel first class.

Thanks for reading,

Kim

Sales , 2 Comments

Use Case Studies and Make More Sales

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If you read last week’s posting (and I hope you did),  you probably figured out which selling style you tend to use.  I’m the Consultative type and I hope to catapult myself into that invincible Expert group sometime soon.

However,  as the description of my selling style accurately points out,  I’ve got some remedial work to do.  I am not a natural when it comes to either telling a good story or rolling out a case study when in a sales conversation.  My strength really is to function as a problem solver,  describing to the client how my expertise will ensure that their objectives will be achieved.  So I wondered if perhaps readers of this column might also appreciate a primer on how to introduce case studies or useful stories when trying to sell a prospect?

Think of a case study as a formal and more detailed version of a good story.  Case studies examine how clients have successfully used your product or service.  While a story is an informal telling of what motivated the client to use your product/service and the outcome of that decision,  the story can be just as compelling and persuasive.

Consulting firms make excellent use of case studies and they are often featured on company websites.  Cases detail the challenge a particular client faced,  how that challenge impacted business,  how it was identified,  how the decision to address it was made,  who made that decision and (most importantly) how the consulting firm’s services were implemented to effect a successful resolution.

You can do that,  too,  by documenting your own successful projects.  You can write up a couple of cases to feature on your website or in your newsletter.  If you choose to give actual client names,  remember to obtain written permission.

The beauty of case studies is that they encourage prospective clients who read them (and there’s a fairly good chance that they will) to envision themselves hiring you to meet the need or solve the problem.  Write your case studies so that they paint a clear and compelling picture of the project or dilemma that the organization faced and how the situation was resolved,  with your expert intervention.

Case studies and stories engage prospects because they add flesh and blood to your sales pitch.  Now the two of you have something to talk about and you can speak not merely in the abstract,  but in the sometimes messy reality of how business really gets done.  The sale becomes personal.

The features and benefits that you discuss have life in them.  The prospective client  identifies with what you offer and how that fits into his/her agenda.  Your perhaps nebulous sounding array of services appear tangible and useful.  Now that prospect is much more likely to join your client roster.

Thanks for reading,

Kim