Recently, I was in Orlando speaking at a trade show. At the conclusion of my program on Prospecting, I opened the floor for questions and discussion. A man in the middle of the room raised his hand and said, \u201cI think you missed a very important part of prospecting. You didn\u2019t speak at all about making friends with the executive secretaries so that they will allow you to talk to their bosses. Why didn\u2019t you cover that?\u201d I answered, \u201cBecause, honestly, I believe that it\u2019s an obsolete skill set. Few business owners, Presidents, and even fewer middle managers have dedicated assistants now.\u201d<\/p>\n
He looked at me for a moment, then smiled and said, \u201cI just asked you a 1983 question, and you gave me a 2013 answer, didn\u2019t you?\u201d I laughed and replied that, yes, this was true. This question \u2013 and a few others that I received \u2013 started me thinking about how much the science and mechanics of selling have changed over the past 10-15 years. Even more, it started me thinking about how little much of the sales training and sales knowledge has changed to adapt with it. If you don\u2019t adapt, you\u2019re going to be left behind. So let\u2019s discuss some of these changes:<\/p>\n
Corporate Right-Sizing: <\/strong>What many companies learned as things got lean in the 90s, and into the 2000s, was that they had more people than they had actual work to do. This resulted in what many called \u201cRight-Sizing,\u201d and what others called \u201cDownsizing.\u201d I call it \u201creality.\u201d Executive assistants were terminated in droves. Middle managers whose duties were often redundant, duplicative, or unnecessary were encouraged to find employment elsewhere. For many salespeople, these middle managers were our contacts, and these executive assistants our pathways to decision makers (hence the question that led off this article). If those people aren\u2019t there anymore, what do you do? Some salespeople have found new ways to get to decision makers; others have simply failed as their skills have become obsolete.<\/p>\n There\u2019s a second impact to this, as well. In the 80s, Miller and Heiman became big forces in the sales training world with a system built around the \u201ccomplex sale\u201d that happened when you had large numbers of middle managers and committees involved in major purchases. For most companies, those committees and middle managers have been cut drastically \u2013 and what\u2019s left is a streamlined purchasing process that is very time-sensitive, and requires salespeople to give and get high value from the time we\u2019re allotted. The complex sale has been simplified and intensified \u2013 can you handle it?<\/p>\n Customers Don\u2019t Need Us.<\/strong> This is something I\u2019ve been talking about for a few years. Virtually everything you sell can be purchased over the Internet, without the intervention of a salesperson (and if your industry isn\u2019t there yet, give it time). That means that you now have to earn your place in the sales process, rather than have it gifted to you. Again, this means that you have a duty to give and get high value during your interactions with customers. The day of the \u201cdonut call\u201d is over.<\/p>\n Good salespeople now must have an agenda, and a win for the customer, in every sales call \u2013 or they will lose opportunities to make sales calls. Much of the time, it\u2019s more convenient for a customer to tap a few keys and get what they need, so if your sales call doesn\u2019t make them better, you won\u2019t be invited in.<\/p>\n So, how do you get in? Be prepared to dig. Forget about asking about your customer\u2019s family, hobbies, etc. That\u2019s 1975 selling. Instead, ask good questions that help bring forward ideas, clarify customer needs, and help the customer improve their condition \u2013 regardless of whether you sell anything on that sales call.<\/p>\n \u201cPain\u201d is past.<\/strong> For years, salespeople have spent their time \u201cfinding the pain;\u201d i.e. finding a problem that the customer has that they can solve. There are multiple problems with this. First of all, it\u2019s too limiting; there are a variety of ways we can help our customers other than problem solving. Instead, focus on improving their condition \u2013 if they have a problem, help them fix it; if they\u2019re doing well, make them better. Straight Commission is Dying. <\/strong>One of the most controversial claims that I make is this one. In Orlando, a business owner took me on, telling me that he has a very stable and successful sales force that does great without salaries. His people, he says, are motivated by the lure of uncapped earnings, and moreover, he feels that the best salespeople are motivated this way. During the session, we agreed that he was probably the exception to the rule. He told me that his sales force was mature and long-tenured, and I advised him that he\u2019s likely to see a generational shift when he gets ready to hire again (I\u2019m seeing this with every company I consult with that does straight commission). Post-session, he approached me and admitted privately that he has, in fact, had to pay a salary to his three most recent hires. So, why the battle in session? My guess is that he\u2019s still stuck on the idea that straight commission = guts = best sellers.<\/p>\n Here\u2019s a truth. The sales hiring market has changed. You can\u2019t simply toss out your shingle and expect to hire winners and pay them nothing. Nowadays, the truth is that there are fewer quality salespeople than there are jobs for them; this means that it\u2019s a competitive market. Salespeople who have options (i.e. are proven performers) are going to be fought for, and one of your main weapons is an attractive salary plus commission package. This is simple psychology \u2013 one of our basic human needs is the need for security. You might like it or you might not like it, but it\u2019s the reality.<\/p>\n Change can be difficult to deal with. And sometimes changing means swallowing some pride. But it\u2019s essential that if you\u2019re still going to be a thriving salesperson in 20 years \u2013 or even ten years, or two years \u2013 that you change with the times. You can still live in the fantasy world of what sales used to be like \u2013 or you can adapt to reality. I\u2019ve discovered that reality buys more and pays better than fantasy. What are you doing to adapt?<\/p>\n","protected":false},"excerpt":{"rendered":" Recently, I was in Orlando speaking at a trade show. At the conclusion of my program on Prospecting, I opened the floor for questions and discussion. A man in the middle of the room raised his hand and said, \u201cI think you missed a very important part of prospecting. You didn\u2019t speak at all about making friends with the executive secretaries so that they will allow you to talk to their bosses. Why didn\u2019t you cover that?\u201d I answered, \u201cBecause, honestly, I believe that it\u2019s an obsolete skill set. Few business owners, Presidents, and even fewer middle managers have dedicated assistants now.\u201d He looked at me for a moment, then smiled and said, \u201cI just asked you a 1983 question, and you gave me a 2013 answer, didn\u2019t you?\u201d I laughed and replied that, yes, this was true. This question \u2013 and a few others that I received \u2013 started me thinking about how much the science and mechanics of selling have changed over the past 10-15 years. Even more, it started me thinking about how little much of the sales training and sales knowledge has changed to adapt with it. If you don\u2019t adapt, you\u2019re going to be left behind. So let\u2019s discuss some of these changes: Corporate Right-Sizing: What many companies learned as things got lean in the 90s, and into the 2000s, was that they had more people than they had actual work to do. This resulted in what many called \u201cRight-Sizing,\u201d and what others called \u201cDownsizing.\u201d I call it \u201creality.\u201d Executive assistants were terminated in droves. Middle managers whose duties were often redundant, duplicative, or unnecessary were encouraged to find employment elsewhere. For many salespeople, these middle managers were our contacts, and these executive assistants our pathways to decision makers (hence the question that led off this article). If those people aren\u2019t there anymore, what do you do? Some salespeople have found new ways to get to decision makers; others have simply failed as their skills have become obsolete. There\u2019s a second impact to this, as well. In the 80s, Miller and Heiman became big forces in the sales training world with a system built around the \u201ccomplex sale\u201d that happened when you had large numbers of middle managers and committees involved in major purchases. For most companies, those committees and middle managers have been cut drastically \u2013 and what\u2019s left is a streamlined purchasing process that is very time-sensitive, and requires salespeople to give and get high value from the time we\u2019re allotted. The complex sale has been simplified and intensified \u2013 can you handle it? Customers Don\u2019t Need Us. This is something I\u2019ve been talking about for a few years. Virtually everything you sell can be purchased over the Internet, without the intervention of a salesperson (and if your industry isn\u2019t there yet, give it time). That means that you now have to earn your place in the sales process, rather than have it gifted to you. Again, this means that you have a duty to give and get high value during your interactions with customers. The day of the \u201cdonut call\u201d is over. Good salespeople now must have an agenda, and a win for the customer, in every sales call \u2013 or they will lose opportunities to make sales calls. Much of the time, it\u2019s more convenient for a customer to tap a few keys and get what they need, so if your sales call doesn\u2019t make them better, you won\u2019t be invited in. So, how do you get in? Be prepared to dig. Forget about asking about your customer\u2019s family, hobbies, etc. That\u2019s 1975 selling. Instead, ask good questions that help bring forward ideas, clarify customer needs, and help the customer improve their condition \u2013 regardless of whether you sell anything on that sales call. \u201cPain\u201d is past. For years, salespeople have spent their time \u201cfinding the pain;\u201d i.e. finding a problem that the customer has that they can solve. There are multiple problems with this. First of all, it\u2019s too limiting; there are a variety of ways we can help our customers other than problem solving. Instead, focus on improving their condition \u2013 if they have a problem, help them fix it; if they\u2019re doing well, make them better. Secondly, if you\u2019re only focused on pain, you may be ending up with a lesser client base than you\u2019d like to have. Consider two companies. Company A has pain. Lots of it. If you try to find problems you can solve, you\u2019re going to find plenty here. You\u2019ll also find issues with profits, cash flow, and budgets \u2013 all of which can prevent a purchase. Company B has very little pain. It\u2019s well run, successful, and organized. It also has good profits and cash flow. If you\u2019re only focused on finding \u201cpain\u201d and \u201csolving problems,\u201d you\u2019ll end up focusing on Company A \u2013 which may or may not have the money to buy from you. On the other hand, Company B is by far the more desirable customer. You\u2019ll only get an opportunity from Company B, however, by focusing on improving their condition \u2013 which may mean helping them do something better that they\u2019re doing well already. Selling in the current market means taking a much more comprehensive approach than in the past. Straight Commission is Dying. One of the most controversial claims that I make is this one. In Orlando, a business owner took me on, telling me that he has a very stable and successful sales force that does great without salaries. His people, he says, are motivated by the lure of uncapped earnings, and moreover, he feels that the best salespeople are motivated this way. During the session, we agreed that he was probably the exception to the rule. He told me that his sales force was mature and long-tenured, and I advised him that he\u2019s likely to see a generational shift when he gets ready to hire again (I\u2019m seeing this with every company I consult with that […]<\/p>\n","protected":false},"author":73,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":[],"categories":[1649,1814,1866],"tags":[],"_links":{"self":[{"href":"http:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/posts\/9315"}],"collection":[{"href":"http:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"http:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"http:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/users\/73"}],"replies":[{"embeddable":true,"href":"http:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/comments?post=9315"}],"version-history":[{"count":2,"href":"http:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/posts\/9315\/revisions"}],"predecessor-version":[{"id":9317,"href":"http:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/posts\/9315\/revisions\/9317"}],"wp:attachment":[{"href":"http:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/media?parent=9315"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"http:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/categories?post=9315"},{"taxonomy":"post_tag","embeddable":true,"href":"http:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/tags?post=9315"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}
\nSecondly, if you\u2019re only focused on pain, you may be ending up with a lesser client base than you\u2019d like to have. Consider two companies. Company A has pain. Lots of it. If you try to find problems you can solve, you\u2019re going to find plenty here. You\u2019ll also find issues with profits, cash flow, and budgets \u2013 all of which can prevent a purchase. Company B has very little pain. It\u2019s well run, successful, and organized. It also has good profits and cash flow. If you\u2019re only focused on finding \u201cpain\u201d and \u201csolving problems,\u201d you\u2019ll end up focusing on Company A \u2013 which may or may not have the money to buy from you. On the other hand, Company B is by far the more desirable customer. You\u2019ll only get an opportunity from Company B, however, by focusing on improving their condition \u2013 which may mean helping them do something better that they\u2019re doing well already. Selling in the current market means taking a much more comprehensive approach than in the past.<\/p>\n