SalesHQ

Dr Drew's Cold Calling Rant

Drew Stevens PhD — Sat, 21 Nov 2009 11:29:46 -0800

Quote of the Day

“By failing to prepare you are preparing to fail.” - Benjamin Franklin

Thought of the Day

I was in the middle of a meeting yesterday when my cell phone rang. I do not typically answer any calls during a meeting but I informed my client I was expecting a call. That said, it was not my call but a cold caller! The typical mundane salutation immediately perturbed me, “Hey are you”? I retorted with the issue my number was private she should not have access. She replied, “I got it from a list.

This is the reason why cold calling gets its knocks. It is the reason why selling professionals gain the stereotype. It is also the reason why many individuals are having issues opening doors. Einstein once stated, “Insanity is doing the same things repeatedly and expecting a new result.” Why follow the rules of the foolish when you can no results. Cold calling when done incorrectly only leads to a fools method of rejection.

Best Practice

Cold calling is still a method of obtaining new business if done appropriately, strategically and professionally. Here are some tips:

1. Prepare for every call before you pick up the telephone. Research the company, the person and identify the possible objectives the client might desire.

2. Prepare a list of questions for each call. Know what you are prepared to say before you say it.

3. Do less talking and more questioning. More information is gained when the prospect does the speaking.

4. Make notes and paraphrase when issues arise so they are understood.

5. Listen for objections to address additional questions.

6. Open the call with potential issues for the client not tiresome lines.

There are 12 techniques you can use daily to assist you sales efforts. If you seek a quick 12 step tip sheet for cold calling email me today. And ask about our Free 30 Minutes “Sales Acceleration Coaching Clinic”.

Drew Stevens PhD works with organizations to dramatically accelerate revenue. Dr. Drew is the author of six books including Split Second Selling and the soon to be released Ultimate Business Bible. He is also the creator of the Sales Leadership Certificate one of only 14 programs in the United States offering an accredited degree in the profession of selling and has a top ranked podcast called Sales Fitness with Dr. Drew. To gain a free 30 Minute Coaching Session or to request Secrets of Ultimate Business Success contact Dr. Drew today get the proper prescription for your success.

Increase Your Sales with Actionable Emails

Fri, 20 Nov 2009 18:44:35 -0800

How To Develop A Consultative Sales Approach

Jonathan Farrington — Fri, 20 Nov 2009 14:05:00 -0800

Earlier this week, I was asked by a colleague to describe my interpretation of what consultative selling is, and I thought I would share my response with you ...

As we are all aware, getting to know the customer and understanding their needs is not a quick and easy process. Customers possess a hierarchy of needs which have to be uncovered gradually. This is why we need a new type of salesperson for a new type of customer.

So what does this new breed of salesperson look like?

For a start he or she has progressed from the more traditional, ‘lone ranger’ approach of selling to a more team-based consultative style.

By adopting a consultative approach salespeople are more able to develop and maintain long-term relationships with clients.

At the same time, organisations need to ensure that they provide their salespeople with the vital support systems and training that enable them to make the most of their knowledge and skills.

Gone are the days in which a salesperson could simply walk into an office, establish a good rapport with the client, show he/she had thorough knowledge of their products and services and clinch the sale. Nowadays, the emphasis is on establishing long-term, mutually beneficial relationships and in order to achieve this, the salesperson needs to earn the right to continue discussions with his/her client. Before they can proceed to sell their products or services, the salesperson needs to reassure the client of their integrity, reliability and ability to understand and recommend the appropriate solution.

They can do this by demonstrating:

- Up-to-date knowledge of business news and current affairs.

Best practices include – reading newspapers, magazines, journals, trade publications and other sources of business information; maintaining membership of appropriate professional organisations; acknowledging gaps in knowledge and taking steps to fill them; locating or developing databases with information on customers, their industries and their own customers.

- An in-depth understanding of the customer’s industry, company and strategies as well as an appreciation of “the big picture”.

Best practices include – gaining an understanding of the issues at all levels of the customer’s organisation including strategic, departmental and individual needs; seeking to understand the customer’s perceptions of market trends, company direction, plus potential product and service needs.

- A readiness to exchange information and ideas between the supplier and client organisation.

Best practices include – familiarising the customer with your own industry and companies; sharing useful business information even if it does not directly impact on the sales effort; demonstrating the cost-cutting or revenue producing benefits of your products and services.

- The ability to listen and absorb information.

Best practices include – refining the way you identify customer’s needs by asking the right questions and listening actively to customer comments; speaking at the listener’s level of knowledge; using stories and analogies effectively; asking for feedback on the clarity of your message.

By demonstrating comprehensive knowledge, outstanding communication skills and the proper attitude, the salesperson earns the right to move beyond the role of supplier to that of a valued business consultant.

So there you have it.

4 Leadership Styles to Avoid

Paul McCord — Fri, 20 Nov 2009 12:21:00 -0800

Does your sales team need someone to:

- Monitor every activity in the sales office?

- Be every salesperson’s best friend?

- Close the deal for every team member?

- Set sales goals designed to make them and their team look good?

Over my three decades in sales I’ve seen lots and lots of sales managers. The vast majority fall into one of these four types:

The Hall Monitor

The Hall Monitor sees their job as one of chronicling activity, taking names, dispensing discipline, focusing on procedures, thinking those are the keys to generating results — or at least to keeping their job.

Hall monitors tend to be oriented to process, are organized, and have a strong sense of discipline. All admirable characteristics — but they’re misguided. The Hall Monitor makes a great bureaucrat, a lousy sales manager. He’ll make sure everyone knows their place and that procedure is followed — at the cost of morale and sales.

Although the Hall Monitor is focused on enforcing procedure on subordinates, she feels justified in fudging (lying) to upper management when completing reports. She has no intent of letting her subordinates hold her down or put her job in jeopardy. If numbers aren’t met, margins aren’t being held, or sales calls aren’t being made, she is fully capable of showing management why it isn’t her fault.

The Visitor

The Visitor is going places — fast. Their current assignment of managing the sales team is temporary — and the more temporary, the better. Their key to moving is getting some numbers to catch the eye of management.

The Visitor cares about no one other than himself and that translates into demanding sales at all costs. Price is never an obstacle — sell it no matter what. His message to his team members is get out and get orders and don’t come back until you got ‘em. His implied message to the sales team is “the quicker you get the numbers, the quicker you get rid of me.”

Need help? Need advice? Need coaching? Don’t ask The Visitor because frankly, he doesn’t give a damn. If it isn’t something that’s going to help him get the next promotion and get it NOW, forget it.

Have a suggestion or advice to give? Don’t bother because The Visitor doesn’t care — doesn’t plan on being around long enough to implement it anyway.

The one thing you can count on from The Visitor is a sales goal he is sure he can easily obliterate. Oh, yeah, management will see those numbers destroyed, guaranteed.

>>> NEXT: Is Your Boss a Super Closer?

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The Good Buddy

The Good Buddy is everyone’s friend. Managing is a popularity contest that he intends to win. He’ll be a great drinking buddy, a top notch shoulder to cry on, a guy you can trust to cover for you. He’ll make sure the office atmosphere is loose, that everyone feels welcome, that the office is a fun place to be.

Discipline? Well, that’s not something you’ll find in his office. An insistence on hitting quota? Something else that isn’t a priority. Coaching? Nope. Lots of back slapping and high fiving, but no coaching. Decisions? Don’t expect The Good Buddy to make the hard decisions because he might hurt someone’s feelings.

The Good Buddy is weak and lets his team members run the office. Ultimately, most everyone in his office ends up unhappy.

The Super Closer

We all know the Super Closer — the guy or gal who believes they can close anyone, anytime. They generally have a massive ego, more than likely a strong sales history, an A type personality, and little respect for the others on their sales team. The Super Closer sees their charges as grunts who know nothing about sales and whose only job is to go out, work through the chaff to find the prospect, then call in The Super Closer and watch the master work.

The Super Closer is concerned with one thing and one thing only—today. Get today’s numbers, Numbers, numbers, numbers. By gosh she’s never missed a quota and she’s not going to start now. If you suckers can’t get the business—and God knows you can’t, she’ll close it for you. Her sales team doesn’t have to worry about anything except getting her in front of a prospect.

Planning? Who needs it? Reports to management? All they care about are quotas being met and exceeded, so she’ll tell them what they want to hear and then worry about making it true.

The managers above have developed their own definition of what a manager is because:

- They misunderstand the nature of their position. Most companies don’t train their new sales managers. The assumption is that good salespeople will know what needs to be done. Consequently, most companies simply instruct new salespeople to call their manager if they have questions, maybe give them a day or two introduction to the reports and paperwork they’ll need to complete.

- They believe that today is more important than future days. Get today’s numbers today and worry about tomorrow tomorrow. This often comes from a demand by management—stated or unstated — that numbers be met today. Many senior managers mouth a long-term growth philosophy while demanding numbers be made today so they get their bonus–and to hell with tomorrow (Wall Street anyone?).

- They aren’t manager material to begin with. A great salesperson will not necessarily be a great manager. Often great salespeople make terrible managers. They know what they are good at and want to continue being the sales superstar but with a management title. Converting to be a real manager is impossible for some of these sales stars.

- They can’t make the adjustment from being one of the group to being the leader of the group. They want the new position but they don’t want their relationships to change.

>>> NEXT: Tips To Be A True Leader

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The Sales Leader

Fortunately, there is a fifth type of sales manager—the real deal.

Currently it is common for sales managers at all levels to be called "Sales Leaders." Nice title that really doesn’t fit most managers. A true sales leader is very different from the more typical managers we saw above.

The true sales leader:

- Isn’t focused on today but rather is looking into and planning for the future with the intent of molding the future instead of being molded by it.

- Is looking to coach his or her team members to stardom, not to be The Star themselves.

- Manages through demonstration and inspiration, not intimidation or fear.

- Is a student, open to suggestion, criticism, advice, and continual education.

- Leads by being trustworthy and demonstrating integrity and honesty. His/her team members may not like The Sales Leader’s decisions, but know the decisions are honest and based on what the Sales Leader believes is best for the team.

- Is a decision maker, not afraid to make the hard decisions and to live with the consequences.

The Making of a Sales Leader

A Sales Leader doesn’t just happen, they are created, they’re formed, they’re developed.

The development starts with the selection of the new manager. Traditionally companies have selected top producers to become the new frontline sales manager. Sales management is viewed more as a reward for production than as a critical job in its own right.

What makes a great manager isn’t what makes a great salesperson. The activities are very different. The relationship building needs are different, the communication, planning, and organizational needs are different. Unless a company is seeking a Super Closer or a Visitor, promoting a top producer may not be a wise idea.

Although the management problems start with the selection of the new manager, more important is the “training” most new managers undergo—none.

One of the most common training formats companies have is upon promoting the new manager, the new manager is are given a day or two training on hiring and firing procedures, how to handle sexual harassment issues, and how fill out payroll paperwork. From there, the new manager is told to call his or her manager if they have questions or need guidance. After the first few questions directed to their manager, they begin to notice their phone calls aren’t returned as promptly as before, their manager’s tone of voice is a little sharper, the answers and guidance more and more abrupt.

Soon they realize they’re on their own to sink or swin as they can.

No wonder they have no idea how to be a leader.

To create a Sales Leader companies must invest in their new manager. They must either create a multi-disciplinary in-house management program or hire an outside company. In addition, each new manager needs a coach—either an in-house coach or an outside professional manager coach.

Each new manager must be schooled in the skills of management, but more importantly must be guided in the roll of and skills of leadership. Filling out paperwork, creating a sales plan, assigning territories, and resolving issues with shipping are all important, no doubt.

But far more important to the success of the company and the sales team is getting the most out of team members, developing team members who have the desire to succeed, who are willing to invest the time and effort to be the best. These aren’t instilled by a manager, they’re brought out by a leader.

The last thing your sales team needs is a manager. You need Sales Leaders.

If you want Sales Leaders, do the things necessary to develop them—investing in them is investing in your company’s future success. Refusing to invest in them is an investment in your company’s failure.

Dr. Drew's Sales Tip of the Day...Network Success

Drew Stevens PhD — Fri, 20 Nov 2009 06:55:20 -0800

As I completed one of my annual readings, I was reminded of the need develop bonds with those of influence. “Think and Grow Rich” by Napoleon Hill speaks of the power of the mastermind and the need to have strong alliances that aid business success. As I completed this it reminded me of a recurring issue in selling- networking.

Selling professionals and successful entrepreneurs are not isolated. Review any successful person and numerous others always surround them. They do not live in a vacuum and understand the need for constant connectivity to assist them in building their respective businesses. Look at others in your organization or other successful individuals, do you notice similar?

One of the most valuable components of marketing is branding. Moreover, to help manifest the brand, organizations and individuals needs to help that brand proliferate by having others create buzz. Sellers and entrepreneurs use similar means with the depth of their networks. They assist in driving business by meeting new people, opening doors unknown to them and lessening labor.

Here are some questions to help you review your network:

1. Who is in your network?

2. How often do you communicate with them?

3. Are they a person of influence?

4. Can they assist you?

While many sales professionals buy lists and comb phone directories, a network of influential individuals can eliminate time, reduce stress and save hordes of money. I know of one company where the mandate is to knock on doors for new business. That is a lot of rejection and wasted time. Would not a proper network aid this effort? To grow business you must emulate others that are successful at it. So what might you do?

1. Begin to attend networking groups where you can meet individuals. Do not be taken in by the folly of groups where members simply want to sell you something. Attend functions where you can build alliances but do not be a wallflower you must actively participate.

2. Use your existing network to help you expand. Tell your network

your value proposition. Ask that they introduce you to others that might require your value.

3. You need to review your current network. I learned long ago that a person is a sum of all parts and if your network is not influential you just might need to

purge. Yes, eliminate those that do not aid you or waste time. There is a cliché if you want to be a millionaire you have to affiliate with them. Is your network pushing you to newer heights?

4. Beware of the folly of social media and individuals that are Lions, Tigers, Bears, Cats, Dogs and Sheep. It is not quantity but

quality. Does it matter that someone has 15,659 followers if there are not decision makers in the queue.

5. Spend useful time with useful people. Purge associations, charities

In addition, other time consuming organizations. Spend useful time with those that can affect your business.

6. Avoid the baseball card theory. Collecting business cards is not a lead generation system. What you do with the cards after is. Many people believe business cards are gold bullion. If you do not follow-up, you have is manure.

7. Networks need to be catered. You must remain actively involved and nurture the individuals as they say out of sight out of mind. A gentleman recently lost a significant piece of business when he failed to follow up with his network connection.

There are 7 techniques you can use daily to assist you sales efforts. If you seek a additional alternatives to building your network email me today. And ask about our Free 30 Minutes “Sales Acceleration Coaching Clinic”.

When The Going Gets Tough, Go Back to Basics

Anne Miller — Thu, 19 Nov 2009 16:47:00 -0800

Two things are on my mind this month. The first is surviving in a tough market. The second is an unexpected sales reminder that I experienced on my recent trip to South Africa.

Surviving in a Tough Market

What goes up must inevitably come down, although none of us likes to believe that truism when we're up in the clouds. But what do you do when budgets are tightening and buyer confidence is uncertain? Don't panic. Instead, get back to basics, become more disciplined, and be more creative than ever:

- Review every existing account. Remember, your best prospects are your best customers. Get face time with key players at more than one level. Make sure you are up to date on their current challenges.

- Assume nothing. Don't think that your accounts know all about you, your services, your new products, your markets, your competitive strengths. Even if they can't buy from you right now, use this time to build your brand and to show you're there for them in all kinds of markets, so that you are the first call when conditions improve.

- Know your own products, services, and markets cold. That way, you can be responsive to clients' needs. It's a good time to visit other departments in your own organization to find out what they are seeing, hearing, doing, creating, experiencing. I can't tell you how many times I've heard salespeople admit that they didn't realize what was available from their own research, marketing, product development, or technical people. Meet with colleagues to share and borrow sales ideas and techniques.

- Play the numbers. The more contacts you have with accounts, the more likely you'll win business. Set specific weekly goals for face-to-face calls with current clients, new business calls, and number of proposals sent -- and stick to those goals.

- Leave no stone unturned. Connect with past accounts. Needs change. People switch jobs. Mergers happen. Management philosophies change. You could be the solution to someone's problem and not know it.

- Think creatively. Network at off-beat but related conferences. Send attention-grabbing new-business letters. Read your clients' press opportunistically. Prospect smarter; for instance, call the names of people listed as contacts in corporate ads or mentioned in articles. Skip the traditional information/benefit presentations, and add more dramatic touches to build perceived value for your product/service. (Hire me to do an "Outrageous Thinking & Other Acts of Sales Wizardry" seminar for you. Now, that's a good idea!)

- Hone your skills. As in golf or tennis, when you stop practicing and taking lessons, your game tends to deteriorate. Your sales game is no different. It's time to sharpen your prospecting, preparing, questioning, presenting, closing, negotiating, follow-up, and creative-thinking skills.

Over-the-transom business is history. Sloppy selling is an unaffordable luxury. The formula for surviving -- and in fact thriving -- in a weakened economy is this:

- Get back to basics.

- Be superdisciplined.

- Think creatively.

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South Africa

So we taxi out onto the tarmac for our 10-minute flight to Skukuza for a connection to Johannesburg, from which we would go to our next destination, Victoria Falls. We're in a six-seater. We're full of expectations and taking our last look at our send-off party, a group of zebras lined up at the edge of the airstrip, which is no more than a tar road in the middle of an open field; but we quickly realize that the pilot (who looks all of about 21) is having trouble getting the second of the two engines to start. He guns it a few times. The propeller spins, the engine sputters, and both stop dead. He tries again. Nothing. He gets out of the plane to investigate more closely. He gets back into the plane. He guns it again. Silence. Resisting the urge to scream, "Let us outta here!" we all anxiously wait for his verdict. Finally, to everyone's relief, he declares the plane out of service.

However, canceling the flight presents a new problem. We still have to get to Skukuza. That 10-minute flight becomes a very bumpy, one-hour Land Rover ride over a single-lane, rutted, dirt-and-stone road, occasionally interrupted by an impala sighting. The result: We miss our flight to Victoria Falls and are now unexpectedly stuck in Johannesburg at 2 p.m. with nothing to do until the next flight the next morning.

Here comes the sales lesson.

We call our local agents at Afro Ventures who had booked the plane for us, explain the dilemma, and ask them to book us at one of the airport hotels for the evening. We resign ourselves to a fairly boring afternoon and a lost half-day of vacation.

However, they do much better than that. They arrange for all transfers as well as dinner and room fees, and they put us up 30 minutes away at a beautiful hotel connected to a mall so that we have something to do for the rest of the day.

Talk about customer service beyond the call of duty! The result is that we have a lovely afternoon and evening, see a suburb of Johannesburg we would have never seen, and feel somewhat better about missing half a day in Victoria Falls.

I don't know what it cost Afro Ventures to give us that evening, but I can tell you that they earned it back many times over in our gratitude, satisfaction, and eagerness to refer them to others -- which I will do in a moment.

Sales lesson: Although business is measured by the bottom line, sometimes it is better business to bump the bottom line for the service line.

Indeed, for the thousands of you who most likely have never heard of South Africa–based Afro Ventures, and for the few of you who will one day need a travel agent for your vacation to that country, I enthusiastically refer you to www.afroventures.com.

For the record, I've been all over the world for business and vacations and can say unequivocally that South Africa is one of the best places in the world to go on holiday. Email me if you'd like specific suggestions.

Until the next time, successful selling!

Confident at Cold Calling? A Reality Check on Positive Thinking

Ari Galper — Thu, 19 Nov 2009 10:34:00 -0800

Before you make a cold call, do you "gear up" first? Do you get excited about your product or service, and try to anticipate making the sale?

Well, if you're following the old traditional cold calling mindset, that's probably what you've been trained to do. But what you don't know is that enthusiasm and confidence usually backfire on you.

Why? Because you're talking with someone who doesn't know you. Think about how you'd feel if someone you don't know approaches you with a lot of zest and enthusiasm. You'll probably take a step back. You're a little suspicious and somewhat on the defensive in the face of all that enthusiasm.

It's the same when you make cold calls. People don't like the feeling of being pressured, and that's usually what gets triggered when you approach someone with too much confidence. It's called "positive thinking" in the old sales training strategies, but really, it's overconfidence.

Here are two things for you to consider the next time you start to dial the phone:

1. Artificial sales enthusiasm is - artificial

When I'm coaching someone, many times I like to ask them to role-play with me. And often, just as soon as they move into their cold call presentation, everything changes. Their natural voice tone shifts, and they sound like a totally different person from the one who called and talked so naturally with me about their sales issues.

You see, sometimes just the idea of making a cold call causes you to talk more loudly, and with a lot of "forward energy momentum."

But most cold calls break down the moment the other person feels all that enthusiasm. Why? Because with high enthusiasm, prospects feel sort of boxed in. They feel the pressure of your expectations. They feel pushed by someone they don't know, and who knows nothing about them.

So it's much better to talk in a natural, conversational way, just as if you were talking with a friend. When you're being a relaxed and natural, the difference is amazing.

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2. Assumptions feel like presumptions

The old cold calling approach encourages you to be confident that the person you're calling should seriously consider buying what you have to offer. It's a taken-for-granted assumption that if they fit your profile, your product or service should be a "fit" for them.

But really, how much sense does it make to have assumptions about someone you've never spoken with, much less had a conversation with? How much can you possibly know about their problems, issues, needs, time frame, budget, decision making process, or other key information?

Can you imagine how it feels to the person on the other end of the phone when you presume to know what's "best" for them? They don't know you, and they don't trust you. So people naturally move into a defensive place.

So it's best to move away from making any assumptions when you make your cold calls. Approach your prospects from a modest, humble position. Avoid coming to the conversation already convinced in your own mind that they should be a fit. This way, you'll eliminate sales pressure, which triggers that defensive reaction.

Completely eliminating assumptions and high enthusiasm in your cold calling will help people relate to you as a real person instead of a negative-type "pushy" salesperson. And you'll find that they'll usually respond much more warmly and naturally.

3 Keys to Effective Sales On-Boarding

Thu, 19 Nov 2009 08:51:50 -0800

Dealing with Ditherers

Jonathan Farrington — Wed, 18 Nov 2009 15:01:00 -0800

A good way of avoiding a decision is to say "I want to think about it." I do that all of the time at home if I am unsure or if I am unconvinced. It’s my way of being certain that my intuition is correct.

In my case I am not dithering, because sometimes people do want time to think things through. But, very often, this can be an excuse or a put-off.

My advice?

Ask:

• "What exactly do you want to think through? (Whatever you do – don’t pause here!) Is it the implementation schedule? Is the bottom line? Is it the timing?"

Once you have isolated the real reason, you are much better placed to respond to the objection.

Going For “Yes”

• "If you agree, shall we go ahead right away?"

Its very directness appeals to the Driver or Expressive personalities.

If the answer is “no”, ask: "What’s preventing you from going ahead?"

The Alternative Choice Question

This is less direct because you enable people to make a choice between two possible options.

• "When would you like to start – Friday or shall we wait until Monday?"
• "Which of these two do you prefer?"
• "Which support contract is most appropriate for you – this one, or that one?"

The Minor Decision

Here, you ask people to make a decision about a relatively unimportant aspect of the proposal. If they give the go-ahead, the assumption is that they agree to the whole idea.

• "Where do you want your logo to appear – at the top of the form or do you think it would look better in the bottom right hand corner?"
• "By the way, how do you intend to resource the project?"
• "How should we deal with the Southern branches?"

The Assumptive Question/Statement

This question/statement works well with Amiables and Expressives, both of whom need a continuous nudge towards decisions. (Be careful with Analyticals who dislikes presumption.)

• "After we start, I assume you’ll want a monthly update?"
• "You’ll notice significant improvements immediately after we start."

And Finally: The Benefit Summary

Some people like to hear a review of the benefits they will receive if they agree to your ideas. A quick list followed by a decision question often does the trick.

• "Ok – let’s summarize. After we’ve made the alterations you will notice that you have extra time available for other things, you’ll start to save on budget and you’ll have a happier work force. So, shall we go ahead?"

Get Rid of Your Customers Now!

Wed, 18 Nov 2009 10:37:54 -0800

Developing the Profile of Your Ideal Sales Person

Tue, 17 Nov 2009 17:31:42 -0800

The Sales Management Minute - There Are No Great Sales People!

Mon, 16 Nov 2009 17:15:02 -0800

The Sales Management Minute - Dealing With A Sales Rep Who Needs Help, But Doesn't Want It

Mon, 16 Nov 2009 17:13:50 -0800

The Sales Management Minute - Never Let Your Sales People Cold Call!

Mon, 16 Nov 2009 17:13:01 -0800

Believe Me, Every Customer Is Important

Jonathan Farrington — Mon, 16 Nov 2009 16:22:00 -0800

It seems that it is not only France where standards of customer care and customer retention have plummeted alarmingly.

I just read Tibor Shanto’s post about his experiences at his local Apple store – if it were not so alarming, it would be amusing -

Customer Care: The Good, The Bad, and The Ugly II

The drive for continuous improvement will come from your customers – if you let it and if people’s arrogance doesn’t get in the way. Believe me, the customer is an expert in your business. They may not know how to make grommets, or how to merchandise goods, or how to write software – but they do know what they want from you. “As customers, we don’t want it your way; we want it the way that suits us”. “And we will tell you, if you want to listen and providing we see you want to do something about it”.

One of the problems with people in many companies is that they just don’t want to be told, especially by a customer. No-one’s going to get anywhere with customer relations until they recognise that customers are valued assets, not dumb milk cows for money.

What’s The Lesson?

Customer relations is a strategic understanding, not a departmental name. Most people in most companies don’t think about their responsibility for developing good customer relations, because they simply don’t see it as their job.

The problem is the good old whip and trident management style which works fine in a seller’s market and costs a small fortune most of the time. The trouble is that you can’t see the cost from a simple item on the P & L. Most of it is hidden in the cost of losing business and winning new business.

Existing customers cost much less to keep than new customers cost to win. I understand that the ratio is now a massive fifteen times more!!

And you? Can you truthfully say in your heart of hearts that you believe in the value and need for everyone in the business to help to build good customer relations?

If not, then watch out for the competitor who will figure that out first or the person competing for your job who knows that is how it’s done.

Customer relations is that serious.

Let's Not Forget About Billy Mays

State Journal Register — Mon, 16 Nov 2009 16:02:00 -0800

We lost several notable celebrities in the latter days of June: "Charlie's Angels" star Farrah Fawcett, broadcaster Ed McMahon and, probably most notably, prolific musician Michael Jackson.

But I've noticed that within the teen community, the most upsetting news was the death of that brusque, burly, bearded TV pitchman Billy Mays.

Mays, 50, was found dead in his Tampa, Fla., home on June 28.

While the world was still shocked at the passing of the King of Pop, the larger shock to myself and many others my age was the death of Billy Mays, the pitchman made famous for his direct and enthusiastic hawking of products such as Orange Glo, OxiClean, Mighty Putty and many others.

This may partially be because we were never exposed to Mays' times of weakness and personal crises.

Michael Jackson had been thrust into the spotlight at a young age and we all saw him battle the diseases of vitiligo and lupus, handle family problems and deal with criminal allegations.

Mays, however, was a man who most people only saw in two-minute intervals, in places where many try to ignore what's happening on television. And because we only got to know this powerful side of him, Mays had always seemed superhuman to me.

But, unfortunately, death is about as human as it gets.

The realization that this unearthly being really was human and couldn't be with us forever has struck a blow to a generation that grew up watching his advertisements.

There may be less to say when describing the career of Billy Mays than, say, Michael Jackson, but that doesn't mean that Mays didn't lead a full and exciting career.

He started his sales career on the Atlantic City boardwalk, selling kitchen utensils and cleaning supplies to passersby. Before long, his distinctive style gained him enough recognition to let him start his own company, Mays Promotions Inc.

His success continued throughout the rest of his life, and he soon became a household name, synonymous with either "entertaining" or "irritating." Although some did find him annoying, he was a man who valued his work enough to be buried in a shirt with the OxiClean logo.

I learned of his death via a friend's status on Facebook. More evidence and reasoning of why Billy Mays is being so greatly missed in the youth community can be found all over the Internet. What makes his passing even more startling is the fact that he was just becoming an "Internet meme" (think "Chuck Norris facts" and "Lolcats" that swept into our consciousness via Internet viewing).

In the last year or so, homemade remixes of his TV ads were becoming popular on YouTube.com. And not only did nearly everyone post a Facebook status mourning his death, but even months before, the first Billy Mays quizzes began circulating, peaking, of course, after word of his death.

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It seemed that at one point, everybody wanted to take a Facebook quiz to find out which Billy Mays product represented them (I'm Mighty Putty).

Of course, Billy Mays could never get the news coverage, or the global grieving that the one of the greatest titans of music stardom had received his whole life. But it is still a relief to see people care about him to this extent.

So while you're on YouTube remembering Michael Jackson while watching music and tribute videos, I hope you'll also take some time to view some of the (unedited) ads that display the confident technique that helped turn a simple salesman into a true legend of his work field.

As for my family, as long as our tub of OxiClean keeps our whites whiter and our colors brighter, I'll rest assured that Billy Mays will not be soon forgotten here.

- Karl Schroeder, Voice correspondent, is a senior at Rochester High School.

Originally published by Karl Schroeder Voice correspondent.

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Validating the "NO"

Alynn — Sat, 14 Nov 2009 10:49:15 -0800

Well, I would like to offer up some information for thought. I have been in the sales industry for 10 years and in every genre, for every company, for every product I have ever worked with I have always been told if the customer tells you "NO" or is rude that its probably not you. Most likely they are having a bad day and you happen to be the poor soul they are taking it out on. I have to say I can finally attest to that.

I had a customer that was ready to come on board with what my company had to offer. All I had to do was call and confirm the appointment and things were going to kick off. When I called customer T, we'll just call him that for name's sake, I was very polite and upbeat and told him I was simply confirming our date and time. He was slightly rude with me when he stated that after more consideration he simply wasn't interested.

Well, I decided it was now or never and plainly asked what had changed from the last time we met when he was excited about what my company could offer his business, until that conversation. I have to admit I was a little flabergasted and refreshed when I got the truth.

He simply stated, "You know what? I am having a bad day and all I wanted to do is tell someone "No!". I sort of chuckled lightheartedly when I heard his response and told him it was quite refreshing to hear the truth. I thanked him for his honesty and told him I would postpone our meeting and give him a few days to take care of business. Both he and I left the conversation grateful and pleasant.

It pays off to simply ask questions and and want to know the reasons why sometimes. Neither one of us were offended by the other's honesty and bluntness, but of course tone of voice really helped a lot. It was nice to finally get some validation and actually hear from a business owner or prospect that it was not me, he was simply having a bad day.

After my conversation with that business owner, I felt revitalized in my purpose and went out and set three more appointments that day alone as well as listened to probably about five more "no's". However, this day they didn't bother me one bit. I was able to keep smiling and press on.

Validating the "NO"

Alynn — Sat, 14 Nov 2009 10:42:00 -0800

It pays off to simply ask questions and and want to know the reasons why sometimes. Neither one of us were offended by the other's honesty and bluntness, but of course tone of voice really helped a lot. It was nice to finally get some validation actually hear from a business owner or prospect that it was not me, he was simply having a bad day.

Alynn

50 Years as an Insurance Salesman

Chattanooga Times — Fri, 13 Nov 2009 17:24:00 -0800

Dick Clinton had wanted to be a professional trumpet player, but that didn't work out.

But after 50 years of selling life insurance for MassMutual Financial Group, he wouldn't have it any other way.

"I love what I am doing," said Mr. Clinton, 72. "I'm in this business because I enjoy it, and I truly enjoy my clients."

He said the business has afforded him the opportunity to meet what he considers some of the nicest people in the Chattanooga area as well as pursue some of his other passions which are evident around his office.

His walls are adorned with a mounted whitetail deer, a mule deer, an antelope and a Dahl sheep, and there is a replica of the 100-plus pound tarpon he caught on a fly rod off the Florida keys.

"It has been a joy being at MassMutual all these years."

And he still has the opportunity to play his trumpet with the Senior Citizens Orchestra and a jazz group known as Spectrum.

During his tenure, he has had an impact on a number of young salespeople such as Russ Blakely, who credits Mr. Clinton with getting him in the business.

Mr. Blakely said he had reservations about it because of the slick, fast-talking persona he envisioned as the typical insurance salesman, but that wasn't Mr. Clinton.

"He wasn't the picture I had of what an insurance salesman was," Mr. Blakely said. "I thought, 'I can be like Dick.'"

The two worked together for about six years before Mr. Blakely formed his own company, Russ Blakely and Associates, which primarily focuses on employee benefits.

Mr. Clinton's and Mr. Blakely's offices remain next door to each other.

"If I have someone who needs life insurance or estate planning work, I refer them to Dick," Mr. Blakely said.

Since 1959, Mr. Clinton has seen a number of changes in the industry, such as the type of products offered and the move toward mutual funds and financial planning, which he doesn't sell much.

"I feel like people have enough risk as it is without their insurance being part of that risk," he said. "I think life insurance should be a guaranteed thing they can count on. When they go to sleep at night, they don't have to worry about the value."

With 50 years behind him, Mr. Clinton is looking forward to many more.

"I will continue doing this as long as I am physically able," he said.

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Is Positive Thinking Destroying America?

The Seattle Times — Wed, 11 Nov 2009 13:22:00 -0800

Over the past decade, we've seen positive thinking employed in various ways: to stir American nationalism during wartime, to perpetuate free market economies despite signs of an imminent market crash, to encourage people to reject victimhood in the face of staggering financial setbacks.

In her latest book, "Bright-Sided: How the Relentless Promotion of Positive Thinking Has Undermined America" (Metropolitan Books, $23), author Barbara Ehrenreich connects the dots and shows the damaging effects of positive thinking on American life.

A social critic and author of many books ("Nickel and Dimed," "Bait and Switch," "Dancing in the Streets"), Ehrenreich spoke recently about her new book in advance of her Oct. 21 book talk at the Seattle Public Library.

Q: In "Bright-Sided," you trace the existence of positive thinking to religion, business, politics, the economy and more. What role has positive thinking played in shaping American institutions?

A: I would say it's so pervasive that it's almost like a religion that we don't quite name -- an ideology that says you should be positive, you should be upbeat, you should not complain, you should only blame yourself for bad things that happen to you -- that is so widespread.

Q: Were there any surprises when researching this book?

A: I think I was most shocked to find out how much (positive thinking) had permeated the American corporate culture, really from the '80s and '90s and increasing into this decade. The idea that a perfect employee is somebody who is always cheerful, always upbeat, doesn't quibble, doesn't ask questions. There were real penalties in recent years for being "negative." You could be fired for raising too many questions.

My favorite example is the head of the real-estate division of Lehman Brothers in '06, who told the CEO of Lehman Brothers that he was very worried that there was a housing bubble and it was going to burst, and he was fired for that.

Q: A year after the financial collapse, do you think positive thinking has shifted at all? Have we been jilted from our tendency to see the glass half full?

A: I think it's a funny moment. I think there is no sort of recognition yet of how this kind of mandatory optimism set into the crisis. I think that optimism has been somewhat drained, except for the Wall Street guys, who seem to be as happy as ever.

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I'm waiting for somebody like Joel Osteen, the prosperity gospel preacher, to say, "I'm sorry. I'm sorry I encouraged you all to take out subprime and adjustable-rate mortgages by saying that God wants you to have a larger house, etc. I was wrong." But we haven't heard anything like that. In fact, early indications are that businesses were hiring more motivational speakers ... to tell their employees to be positive as they laid them off.

Q: Is it irresponsible for public figures like Oprah, Martin Seligman and Joel Osteen to spread a message that we can will something to happen, if we only believe in it enough?

A: I'm sure they're saying what they believe, but I think it's time to also call them to account and say here's where that kind of optimism led. It led to an economy based so heavily on debt. (In) what frame of mind do you take on huge debt? Well, you're optimistic you'll be able to pay it back: you won't lose your job, you won't get sick, nothing bad will happen. Many average people were completely unprepared for the shock of the crash because we had absorbed this so thoroughly: the idea that we only have to think something to make it true.

Q: You've grappled with breast cancer, which you discuss in the book. What's the relationship in your experience between positive thinking and how cancer is treated?

A: Here in this book ... I'm writing about what I encountered as a breast-cancer patient, and that was all these exhortations to be positive, to be cheerful, to visualize my recovery from the cancer. And even going to the extreme of -- and this is what really turned me off -- of saying that I should regard, or any breast-cancer patient should regard, the cancer as a gift, because it's going to make me a more sensitive, spiritual, more evolved kind of person. This is nonsense, utter nonsense, I can report to you.

What I found so offensive about that is the implicit victim blaming: If you don't get better, it's because you didn't have the proper frame of mind.

Q: Are you seeing more examples of that in October, breast-cancer-awareness month?

A: I have to say I take issue with the whole pink-ribbon culture. I think it's great that we're open about breast cancer, as opposed to the way it was 40 years ago when it was something so stigmatized we couldn't even talk about it. I do want to see more research, not just on breast cancer but all forms of cancer. Right now, we don't have forms of treatment that are not toxic.

I personally object to the whole cuteness and pinkness and femininity that surrounds the pink-ribbon culture, as do many woman, (as) I've discovered as I've written about these things over the years. We don't think you can make breast cancer pretty.

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Q: What do you think about the growing popularity of positive psychology in higher education and pop culture?

A: It frankly scares me a lot that some of the most popular undergraduate courses today are in positive psychology or this "science of happiness." ... We don't go to college to learn to be a positive thinker; we go to college to learn to be a critical thinker.

Q: I wonder how those courses are graded.

A: It would be terrible to think that anybody fails.

Q: You state that realism is necessary for survival. So if positive thinking isn't tempered with realism, how far could this trend go?

A: I hate to think it could go any further. I think we're maybe in a period of waking up from it, because I think it contributed to the financial meltdown. Now is the time to wake up ... to see what is really happening in the world.

Author appearance

Barbara Ehrenreich

The author of "Bright-Sided: How the Relentless Promotion of Positive Thinking Has Undermined America" will discuss her book at 7 p.m. Wednesday in the Microsoft Auditorium of the Seattle Central Library downtown. Co-sponsored by the Washington Center for the Book and the Elliott Bay Book Co. Free admission on a first-come, first-served basis (206-386-4636; www.spl.org).

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