Keenan 411

Jim Keenan is a Senior Sales Executive, Enterprise 2.0/Web 2.0 Connector, an Entrepreneur still trying to get it right, and a PSIA Certified Ski Instructor for Vail Resorts. Husband to Big E and father to four great kids. In a nut shell, I'm a Sales Guy. Life is good!

Who’s Business Is It Anyway?

We are entering the final 7 full work weeks until the end of the year. How are you going to finish your year? Are you at quota? If not, what are you going to do?

Do your sales meeting with your manage sound like this: “What are you going to do to make it?”, “What can you bring in from Q1, to get you over the hump?”, “Can you call in a favor?”, “Can you ask the customer to take the order earlier than they wanted?”

Are your questions focused on your needs or your customers? Is the last 7 weeks of the sales year focused on your business or your customers business?

If your focused on your business and not your customers, it’s probably why your not at quota this year and why you won’t be again next year. Just because it’s the end of the year, doesn’t mean the sale changes. Focus on your customers business, nobody cares about your business, except you and your manager, and neither of you are buying.

Assume They’re Clueless.

I don’t like it when I’m being sold and the sales person actually thinks I know something. Usually I don’t. I like it when the sales person treats me like I don’t know anything. I get a better sales experience. When I’m buying something new, when the sales person assumes I don’t know much, I get an education. They take the time to ask good questions. They adopt a pace that fits my ability to understand the sale. They emphasize the things most important and blow through those that don’t matter. When I buy I want sales help because I don’t know any better. I’m looking for an expert. I’m looking for an education. I want someone who knows more than me, to help me make a good informed decision.

Assuming I actually know something, about their product, service, competition or the industry makes the experience extremely painful. Accepting that I don’t know anything allows the sale to start at the right place and get to the right end.

Selling is an educational process. Assume they’re clueless. They’ll thank you for it.

Don’t Kiss Your Customers Ass

The customer is not always right. Customers are wrong. They don’t always ask for reasonable things. Most of your customers are not invested in your success. Most of your customers look at you as a one way street. What can they get from you?

Just because a customer is upset, frustrated and wanting blood, doesn’t mean you have to jump. You don’t have to kiss your customers ass.

What you do have to do is listen, understand, ask questions and respond.

Respond in a manner that meets the needs of your customer. Respond in a manner meant to resolve an issue fairly and demonstrates commitment and loyalty. Respond to your customers needs. Respond in a way that is consistent with your brand. Respond with confidence.

Don’t kiss your customers ass. Don’t bend to unreasonable demands just to demonstrate they are important to you, because they’re not. Any customer with unreasonable demands is no customer worth having. Customer relationships, are just that relationships and any relationship that relies on unreasonable demands is an unhealthy relationship.

Any shrink will tell you, unhealthy relationships is no relationship at all. It’s never healthy to kiss anyone’s ass, period.

It’s What You DON’T Say

My Dad called it; “lying through omission”. It’s when you intentionally leave out information someone needs to make a completely informed decision. It’s many peoples way of skirting an issue without saying they lied. But it is lying.

If you are a software salesperson and you know a new version of your software is coming out in 3 months and if your customer buys today they will have to pay to upgrade in 90 days, leaving that information out is lying through omission.

Your lying if you tell a customer your software is compatible with their accounting system, when it’s NOT compatible with the specific version they have. Your lying if you are selling a home with a view and you know a skyscraper is going up in front of you next year and you don’t disclose it. You’re lying if you promote your rental property as a “beach house” when you can’t access the beach, even it is right out in front. You’re lying anytime you leave out valuable information that can help your customers make an informed decision.

We buy on information. The information provides a vision of what we are purchasing. The vision sets expectations. When you intentionally leave out information the wrong expectations are set and setting the wrong expectations creates frustrated customers.

My family and I recently rented a beach home for our vacation. The ad said kid friendly, yet there were no screens on the windows and my 2 year old fell out the window. They said it was on a beautiful walking causeway, yet we couldn’t access the causeway. They said it was a beautiful California Bungalow. They didn’t say it was an apartment IN a beautiful California Bungalow. They said it was a romantic home, they didn’t say it was sitting directly on a VERY busy street with cars, buses, and emergency vehicles flying up and down it day and night. They said it was 90 yards from the cleanest beach in Venice. They didn’t say to access the cleanest beach in Venice, you would pass by pan handlers, the homeless, smell of Urine in the streets, public drinking, and the aroma of dope in the air. They said it had a view of the ocean. They didn’t say it was from the causeway in front, (that you couldn’t access) and it was only a sliver over a few trees, and buildings. They said it wasn’t a party house and they neighbors respect each other. They didn’t say the neighbors rented their places out and the sound of college kids drinking, smoking dope and playing loud music would go well into the early morning. There was very little about what the ad DID say that wasn’t technically true. It’s what the ad didn’t say that was the problem.

Hiding behind the accuracy of what you said versus owning the reality of the entire situation just makes you a coward. Putting the customer in a position where they have to figure it out for themselves is disingenuous. Good sales people don’t withhold pertinent information. They give an accurate picture of the situation and let their clients and customers make informed decisions.

As marketers and sales people it’s our job to provide all the information. By doing so we are being authentic and genuine and we set the right expectations. The right expectations means satisfied customers. Satisfied customers are repeat customers. Anything else is disingenuous and inauthentic. You may be able to tell yourself you didn’t lie, but you did.

My Dad was right. Lying through omission is no different than any other lie. A lie is a lie!

It’s in the Questions

How long can you carry on a conversation without making a statement?   Have you ever tried?   We almost always start conversations with a question.  It’s usually, “What’s up,” or “How are You?” or “What’s going on?”  After that, with most people, it goes to statements.  We start telling.

Questions give us information.  They give us processing fuel.  Questions make people feel you care.  Questions create control?

How long do you engage before you stop asking questions.   How many questions do you ask, before your first statement?   At the very least it should be 5.  The next time you talk with a customer, engage your spouse or talk to your boss try it.   Before you make a single statement ask 5 questions.

Make the questions open ended.   Make them about them.   Make them engaging.  Questions are a powerful tool for building relationships, learning, growing, understanding and sharing.

Teach yourself how to use questions.  You’ll become a better listener, a better friend, a better spouse and of course a better a sales person.

The ultimate, a 30 minute conversation only asking questions, without the other person ever noticing.   Could you do it?

It’s Not That You Can’t, It’s You Won’t

Have you ever told a customer you “can’t”? Have you told them you can’t add that product with their order. You can’t do next day shipping. You can’t add a particular feature? You can’t give them an extra week of consulting for free. You can’t upgrade them to first class for free. We tell customers often that we can’t do things, but the reality is we can. Telling customers we can’t is bullshit, because in most cases we can, we just won’t.

Can’t is definitive, it’s absolute, it is incapable of being done. Rarely does a customer ask us to do something that is impossible. So, if it’s possible then; it’s not that we can’t, it’s we won’t.

Can’t is our way of saying we don’t want to do something, with out having to take ownership for the decision. That’s unfortunate, because we need to take ownership. Won’t is not always a bad thing. I won’t work for free and I’ll tell a customer that. What is important is understanding why we won’t do something. Saying won’t forces us to be clear about what it is we are doing. It helps us be clear on why we won’t do somethings and why we will do others.

Saying can’t is rigid and inflexible Saying you won’t is being honest. If you won’t seat me and my friends at your restaurant at 9:00, because you close at 9:00 that’s OK. You have that right. Just don’t tell me you can’t, because it’s not true. You can, you just won’t. And the next time my friends ask me to go to your restaurant, I won’t lie and say I can’t, I’ll be truthful and say; I won’t.

How often do you say; I can’t when you can . . . you just won’t?

What I Learned From A Franklin Covey Store Clerk

It was June of 03 and I had just arrived at the hotel. I was unpacking my things and preparing for the trade show. I was excited to be back in Boston. I love Boston. I was beginning to review my schedule for the next day when I noticed my Palm Treo was almost completely out of juice. Normally it can carry a charge for days, so I didn’t bring the charger. It was only going to be a two day trip. In and out. I carried everything in my Palm. My notes, my phone numbers, and most importantly my schedule for the next two days was in that device. I had to charge it.

The next day on the conference floor I asked around. You’d think, someone would have a Palm Treo charger. It’s 2003, Palm was killing it. Clearly not the case at this event. Desperate, I find a Franklin Covey store. I walk in and go directly to the counter. I know what I’m looking for. Behind the counter is the clerk. He greets me with a smile. He has a nice warm and engaging demeanor. I tell him that I need a charger. He asks what kind of Palm I have. I hand him my Treo, he opens the case looks at it and says he has a charger. Yes!

The clerk returns a few minutes later with the charger. He rings me up and asks if I need anything else; nice up sell. I say no, I’m all set. He asks again, but this time specifically asks if would like a new case.

A new case? I have a case, it’s in good condition and he sees that. I say no with a bit of an attitude. The clerk then looks at me and asks why I’m buying a charger. I’m getting a bit irritated with his questions. I have what I came for. I have what I need, so it’s time to close out this transaction. I answer him anyway and explain I left my charger at home and my battery already ran out. He then looks at me and asks a very interesting question.

He asks: “Did your battery run out from being in your briefcase?”

I said; “yes”

He continued; “When you put it in your briefcase or bag, does the Treo case sometimes push down on the buttons leaving them depressed for a longtime, therefore wearing down the battery?”

Surprised, I said; “Yes, that is EXACTLY what happens. It pisses my off.”

The clerk then turned away. Walked over to the wall, just behind the counter and grabbed a case. He laid it in front of me. It was the exact same case I was currently using. Same brand, color, everything. That is, until he opened it. He took the case out of the package and opened it up. Inside were 4 cut outs that mirrored the buttons on the Treo. They were cut out so the buttons could not be depressed when pressure was applied to the case. Apparently, I wasn’t the only person having that problem. No more accelerated battery drainage.

I looked at the clerk. He looked at me. I smiled. I bought the case. I thanked him. He thanked me for my business.

As customers we don’t always know what we want. Sometimes we think we do, but we’re wrong. Not only are we wrong, but we can be pains in the ass about it. Learning to sell to a customer who thinks they have what they need is a rare skill. It takes talent, and finesse.

I learned it from a Franklin Covey Store, sales clerk. Where did you learn it?

Don’t Create Scarcity

desertYou’ve just found the EXACT car you want. You’ve just found the perfect job. You must have it. So what do you do, you pay too much for the car or you take to little for the job? When we have to have something, when we believe it’s perfect and there is nothing as good as what is in front of us we are creating scarcity, artificial scarcity. We act as if we can’t lose the car, or the job. We believe there is nothing else as good. When artificial scarcity is created we lose. We become defensive in negotiation. Fear creeps in. We act as if we lose the deal, if we lose the job, there is nothing to replace it. When we get like this we give the farm away. We negotiate from fear not from confidence. We lose and lose bad.

This happens all the time with companies and sales. Desperate for revenue, desperate to make quarterly numbers companies and sales people give away the farm for fear of losing the deal. They lower prices. They sweeten the deal by adding additional features or benefits for free. Fear, and desperation take over and all efforts begin to focus on NOT LOSING. This type of culture trains clients to wait until the end of the quarter to make a decision, knowing the sales person/company will be desperate and make more concessions. It trains customers to never accept the first deal. It makes the sales person look weak.

There are more cars out there. There are more jobs. There are more deals. Creating scarcity where it doesn’t exist only helps the other guy. If you have a deal that is going to close for 10% more revenue in a month, but will cause you to miss your quarterly target, then miss your quarterly target. If the have to have job is going to cause you to be paid 15% less than your peers for the same job, don’t take the job. If the car of your dreams is going to cost an additional 5 grand, go get another car.

There is no such thing as a have to have job, there is no such thing as a must have deal. We only think there is. We make it up in our mind. We convince ourselves that some how our lives will be less valuable, our position less safe. There are very few must have events in our lives. If you will lose your job by not closing the deal this quarter, then you were at risk long before the deal needed to be closed. If you are afraid you won’t get the perfect job, then you haven’t been managing your money right or you aren’t as good as you think. It’s not the deal, or the car, or the job, it’s you. You’re creating the scarcity. Don’t create scarcity.

Scarcity means; few, or limited in quantity and when it comes to most things it’s not true. There is plenty, you just have to believe it.

Outside In

When you look at your customers, or potential customers do you look from the inside or the outside. If you’re doing it right, you’re looking from the outside in.

What does your customer want? What is your prospect thinking? How do they compete in the market place? How is their business or life affected? What frustrates them? What competitive disadvantages do they struggle with? What is the world they contend with?

Most sales leaders, managers, companies look from the inside out. How much did we sell? What did they buy? How much do we need to sell? How much more can you sell? When are they going to buy? How fast can you sell it?

Metrics are important, but not if they get in the way of looking from the outside in. Getting sales starts from the outside.

As a customer, don’t you want it that way? I do!

The Difference Between Good Sales People and Great Sales People

Good and great sales people both know their products, they both understand their customers, and they both make their numbers. The difference between good and great sales people is HOW they do their job.

Good vs. Great:

-Good sales people “Tell”. Competent in their knowledge of their products and their products value good sales people win by wowing clients with the products.

-Great sales people “Ask” Great sales people probe, dig, inquire, and assess, looking to better understand the clients point of view, in an effort to create a solution that will best meet the clients needs.

-Good sales people react to demand. They quickly jump on customer requests, offering good strong product solutions to meet their customers needs.

-Great sales people create demand. They are adept at identifying dormant or latent business problems, problems unseen by the customer and turning them into opportunities

-Good sales people understand their customers business at a high-level, what products they sell, and who their customers are.

-Great sales people are intimate with not only their customers business, but also, their customers business processes, industry players and competitors, governmental regulations, trends and business models. Great sales people become experts in their customers entire business environment.

-Good sales people sell an idea

-Great sales people sell a VISION using gap analysis. By “gaping” what exists vs. what could be, great sales people drive demand by creating a compelling action vs. no action scenario.

-Good sales people are known for and build relationships based on their knowledge of THEIR products

-Great sales people are known for and build relationships based on their expertise of the industry, it’s trends, and the ability to identify solutions from that knowledge

-Good sales people build strategies and plans themselves

-Great sales people build their sales strategies and plans with their customers

-Good sales people see themselves as great sales people

-Great sales people see themselves as consultants

-Good sales people are trusted with their products

-Greats sales people are trusted with their customers business

Being a good sales person requires focus on “selling”, and moving product. Being a great sales requires focus on business; how, who, what, when and why things are happening with your customers business.

A good sales person will make their quota, they will be valuable to your organization. A great sales person will also make their quota, but over the long haul they will always out perform good sales people. Great sales people will not only be invaluable to your organization, they will be invaluable to your customers and that is the true difference between good and great sales people.

Are you invaluable to your customers?

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