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Sales Process

By implementing a personal “playbook” with help from his Sandler Training business mentor, this Chattanooga business owner has seen a 45% increase in revenue, an increased close ratio, and higher quality sales. While improvisation is vital for business owners and salespeople, constantly working without a roadmap is stressful and unproductive. Learn how Pete Phillips of Clean Sweep, Inc. brought power to his business through a process.

If you have an experienced team, they’ve likely sat through hundreds of hours of training on your products or services. They know your company history, the way that your product or service can apply to various scenarios, and many different other things that your company can offer clients. What can happen, though, is your team members know so much about the company’s many solutions that they may overlook the client’s own solution.

Before prospects will invest time meeting with you, much less invest in your product or service, they will want to know, “What’s in it for me?” Rather than discussing the features of your product or service, focus on the desirable outcome your product or service creates and the process by which that desirable outcome is produced. Notice that giving someone an overview of your process is not the same thing as reciting your product specifications or your user’s manual!

Ask salespeople to list their least favorite selling activities, and you can count on “prospecting” being at the top of the list. And, the least favorite of all prospecting activities is unquestionably making cold calls.

It’s been over thirty years since David Sandler introduced the concept of “pain” as the core element of a selling methodology—the Sandler Selling System®. Pain represented the prospect’s collective reasons to buy a product or service.

Many salespeople are of the mindset that it’s inappropriate to ask clients for referrals until after the clients had experienced the outcomes promised by the product or service. Their thinking is that if they deliver the intended outcomes, and do so in an exceptional manner, clients will be more willing to provide a name or two when asked. While there is some logic to that line of thinking, it is an after-the-fact strategy. Clients’ willingness to provide salespeople with referrals is primarily a matter of trust. And, salespeople can earn that trust not only by providing products and services that ultimately deliver exceptional results, but also by “delivering” exceptional experiences… starting with the initial interactions. How do salespeople deliver exceptional experiences?

STORY: I’m reminded of a salesperson in a furniture store helping a young couple look for a dining room set. After the couple picked out the set that they loved, and the salesperson had checked and confirmed that it was in stock, and the order form had been written, the salesperson decided to show the young couple how easily the drawers opened and closed on the buffet. He let them know that the smooth ride of the drawers was due to ball bearings. The wife lost all enthusiasm for the furniture. She then told her husband that she couldn’t possibly have anything with ball bearings in their house because she had swallowed a ball bearing as a little girl and nearly died. She turned and left the store. The husband mumbled his apologies and followed her out. Did either the wife or the husband ask why the drawers opened and closed so easily? No! The salesperson answered a question that neither of these buyers asked. Other buyers may have cared why; these buyers didn’t. The RESULT:...

Buyer Motivation: It Starts with the Child David Sandler's search for knowledge about why and how people buy coincided with the Transactional Analysis (TA) movement in psychology. TA theory defines three ego states that influence our behavior - the Parent, the Adult, and the Child.

How good would you say you are at listening to your prospect? Most salespeople we talk to rate themselves pretty highly in this area. Yet most, sad to say, fail the Tooth Fairy Test. Let’s suppose a six-year old child came to you beaming, with a new silver dollar in hand, and said, “Look what the Tooth Fairy left me last night!” And let’s suppose that, when you saw that child smile, you noticed there was a brand-new gap where a tooth used to be. What would you say? If you’re like most of the parents we talk to, the odds are that you wouldn’t say this: “Oh, honey, that wasn’t the Tooth Fairy. There’s no such thing as a Tooth Fairy.

Every time you contact a prospect and schedule an appointment, you are establishing a contract. The contract is defined by the issues you bring up, expectations you raise, and the points you make. The implicit deal you make with the prospect is to help him see his situation from a different perspective - see things he hasn't seen, learn things he didn't know - in return for his time and attention.

Even though salespeople often believe that prospects will need time to think a decision over, the reality is that (most of the time) they don't. A "think it over" is nine out of ten times just a polite way of saying no. Unfortunately, the salesperson believes that the prospect needs time to decide, accepts the "think it over", and leaves thinking "I got one!"

What happens when you’re striving and striving, but you never seem to feel like you’ve “made it?” One of our Chattanooga clients knew that hard work is the key, but following the Sandler process to proper goal setting helped him unlock the fullest potential for his business and personal success!