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10-Steps to Your Ultimate Sales Presentation (with Examples)

One of the first things every new salesperson needs to learn, if they are to succeed, is how to develop and deliver a sales presentation. A lot of factors go into developing a sales presentation for a specific situation. However, by following a logical series of steps, it will greatly enhance the chance of making a sale.

A sales presentation is defined as “a talk giving information about a product or service that you are trying to sell, intended to persuade people to buy it.” Historically, sales presentations were delivered one-on-one with the salesperson, presenting directly to a buyer.

However, technology has expanded the traditional in-person sales presentation to include the potential for video conference presentations, telephone presentations, presentations delivered via email, and even long-form presentations delivered via internet web sales pages.

Regardless of the delivery method, a salesperson who follows a logical series of steps will have the greatest chance of making a sale.

The graphic below depicts an outline of the Ultimate 10-Step Sales Presentation:

Each step of the Ultimate Sales Presentation is important and contributes to the likelihood of making a sale. That said, not every step is needed in every selling situation. Sometimes the buyer is ready to buy after Step 4: Presentation. Sometimes the buyer will inject objections immediately as the salesperson begins, Step 3: Approach.

As I said, every salesperson/buyer interaction is different. The relational salesperson is acutely aware of this difference and will flex their presentation to meet the needs of the buyer.

10-Step Ultimate Sales Presentation

So now, let’s take a quick look at each of the 10-Steps of the Ultimate Sales Presentation.

1. Prospecting

Prospecting is the first step in the selling process. A prospect is a buyer who has the potential to buy your product or service. A lead is not the same thing as a prospect! A lead is simply someone for whom the salesperson has contact information. Once the lead has been qualified, they then become a prospect.

A lead becomes a qualified prospect when they exhibit these three characteristics:

• They must have the money to buy.
• They must have the authority to buy.
• They must have a desire to buy.

Prospecting is the lifeblood of many sales roles. Keeping a pipeline full of potential prospects is critical in industries like real estate, insurance, and vehicle sales. Even many retail businesses (like department stores) rely on prospecting to develop new customers.

2. Pre-approach/Planning

Planning is the second step in the selling process. Planning is done after we have identified a qualified prospect, and before we approach the customer.

A plan is a sales presentation strategy designed to achieve a specific end goal. A plan describes what you want to achieve and how you will do it.

The desire of a relational salesperson is to help people. The purpose of meeting with a buyer is to help that person in some way. The purpose of the plan you create is to help the person by selling the right product or service to meet their needs.

Planning is critical to the sales process because it accomplishes four things:

• Planning builds the confidence of the salesperson.
• Planning demonstrates the salesperson’s professionalism.
• Planning often builds goodwill between the salesperson and the buyer because the buyer sees the effort taken by the salesperson to meet their needs.
• Planning increases the probability of making the sale because the salesperson better understands the buyer’s needs.

3. Approach

The approach is the third step in the selling process. It is the period of time between when the salesperson first sees the buyer up until they start to discuss the product. The approach is the first step of the actual sales presentation.

The approach step of the sale presentation process consists of two distinct, yet equally important, parts. First is the rapport building, “small talk.” This is usually the first minute or two of the sales meeting where the salesperson might talk about something you know the buyer is interested in (sports, weather, family, children, etc.).

The second part of the approach step is the planned, formal lead-in to the actual discussion of the product.

The main thing every buyer wants to know is whether the product you’re about to discuss will meet their needs. As a salesperson, your approach to lead-in to the presentation with the buyer must accomplish three things:

• You must capture the buyer’s attention.
• You must stimulate their interest in your product or solution.
• You must then transition smoothly into the presentation.

The approach lead-in might take the form of a statement, a question, or a demonstration. Whichever method you choose (statement, question, or demonstration), you must capture the buyer’s attention, stimulate their interest in the product, and transition into the main body of the presentation.

Approach Example

An example of the statement/question approach is, “What a wonderful picture of your two children! How old are they?… That’s a wonderful age. Mrs. Buyer, the reason I wanted to meet with you today is I have an idea that I think will increase your sales and profit. Is that something you are interested in?”

As soon as you have the buyer’s attention and gained their interest, it’s time to transition directly to the main body of your presentation.

4. Presentation

The presentation is the fourth step in the selling process. The presentation is your persuasive verbal and visual explanation of your selling proposition. The presentation follows the approach.

The presentation takes the buyer through five distinct stages in the buying cycle that build upon one another:

• To provide knowledge in the form of features, advantages, and benefits so that the buyer can make an informed decision.
• This knowledge translates into positive beliefs about you and your product/service.
• The positive beliefs result in the buyer having a desire for the product.
• The desire for the product becomes an attitude that your product is the best product to fulfill the buyer’s need.
• When the buyer realizes you have the best product to meet their needs, they move into the conviction stage. They are now convinced yours is the product they need to buy.

Once the buyer has reached the conviction stage, it is time for a trial close.

5. Trial Close

A trial close is the fifth step in the selling process. The trial close is not asking the buyer to decide to buy. Rather, the trial close asks for the buyer’s opinion regarding what they have heard so far.

The trial close allows the salesperson to determine:

• Whether the buyer likes your product or service.
• Whether you have successfully answered any questions from the buyer.
• Whether any additional questions remain unanswered.
• Whether the buyer is ready for you to close the sale.

The trial close is an important yet often underutilized tool. A trial close can be used:

• After making a significant point in the presentation.
• After answering any questions or objections from the buyer.
• After the close of the main body of the presentation, and before you move to close the sale.

Trial Close Examples

Examples of a simple trial close include,

• “Does that answer your question?”
• “How does that sound to you?”
• “What do you think about what we’ve discussed so far?”

If the trial close results in a positive response from the buyer, jump to Step 9: Close. However, most trial closes will result in some questions or objections from the buyer. It’s time to determine and handle objections.

6. Determine Objections

Determining objections is the sixth step in the selling process. Assuming the trial close has resulted in questions or objections from the buyer, we now must begin the process of discovering those questions and handling those objections.

Some salespeople bristle and get defensive when asked questions or confronted with objections from a buyer. But this is the wrong way to think about objections! Salespeople should be grateful for questions and objections because they indicate the buyer’s interest. They also help the salesperson determine which stage of the buying cycle the buyer is in—attention, interest, desire, or conviction.

If the buyer has raised an objection, the salesperson needs to ensure their understanding of the objection. One easy way to do that is to restate the objection and ask for confirmation.

Determine Objection Example

For example, if the buyer has raised an objection about the expected life of a machine, the salesperson might say, “If I understand you correctly, your main concern with this machine is that it will provide you with trouble-free service for several years. Is that right?”

When the buyer confirms your understanding of the objection its time to move to the next step in the selling process and handle the objection!

7. Handle Objections

Meeting or handling objections is the seventh step in the selling process. Once you have determined you understand the buyer’s objection, you need to handle the objection. Usually, objections should be handled as soon as they are brought up. However, you may want to delay handling the objection if you are just about to talk about the question in your presentation.

There are four important points to consider when handling objections:

• Handle objections when they arise.
• Be positive when responding to objections.
• Listen carefully to the buyer as they state their objection.
• Confirm your understanding of the objection.

Some objections are false, and these can usually be ignored. However, if a buyer brings up an objection a second time, it is most likely a real issue, which needs to be addressed.

Real objections are almost always a request for more information. So, the best way to handle them is to answer the question with the specific relevant information the buyer needs.

Handle Objection Example

Going back to our machine question in the Determine Objection section above, the salesperson might continue, saying, “I certainly understand your concern. Our company has placed over 300 of these machines in companies like yours over the past ten years, and I’m proud to say they have a 99% run rate with no failures!

8. Trial Close

A follow-up trial close is the eighth step in the selling process. Whenever a question or objection is raised and handled, it’s time to try a trial close. As before, the point of the trial close is to ensure you have answered the buyer’s question to their satisfaction. If there is any doubt that the buyer is satisfied with your answer, you need to dig in to discover what other issues the buyer might have.

Trial Close Example

In our machine example, the salesperson might simply say, “Does our machine’s long life and 99% run rate answer your concern for our product’s reliability?”

When the salesperson feels that all the questions and objections have been addressed satisfactorily, it’s time to move on to the Close!

9. Close

The close is the ninth step in the selling process. Closing is simply the process of helping the buyer make a decision that benefits them. The salesperson should attempt to close the sale when they feel the buyer is in the Conviction stage of the buying process.

Unfortunately, research shows a whopping 64% of salespeople fail to close. They fail to ask for the order! There are several reasons why this is the case, but generally, most of them revert to fear. The salesperson is afraid of failure, of being told “no.” Whereas, relational salespeople who are selling to solve problems and help people should never be afraid to ask for the order!

Good closers plan the close of their sale as carefully as they plan all the rest of their presentation. The close is not something you tack on to the end of the presentation, hoping that the buyer will say “yes.”

Close Example

There are many ways to close, but the simplest way is just to ask for the order and stop talking.

A salesperson might say, “Mr. Buyer, we’ve covered a lot of ground today, and I think you agree this machine will increase your production and improve your sales and profit. I have the order contract ready for your signature.” Then stop talking!

Another form of the close that I personally like is the assumptive option close. The salesperson might say, “Mr. Buyer, we’ve covered a lot of ground today, and I think you agree this machine will increase your production and improve your sales and profit. Would you like to have it delivered and installed next week, or would the following week be better for you?”

10. Follow-Up and Service

Finally, follow-up and service after the sale is the tenth step in the selling process. Sales are not about you. It’s about you taking care of your customers, and that happens after the buyer says “yes.”

What you do after the sale to provide follow-up and service to the customer is critical. It makes the difference between making a sale to a customer one time and making a sale to the same loyal customer many times year after year!

A salesperson who is diligent about providing follow-up and service after the sale will outperform the salesperson who does not perform that service. This maxim holds true simply because it is always easier to sell more to a current happy customer than find new customers. Happy, satisfied customers tell others and provide a flow of new business leads to the salesperson.

There are six steps the salesperson should take after the sale:

• Focus on improving account penetration. Get to know as many people in the account as you can. Look for needs or problems that you might be able to solve.
• Continue regular contact with the customer. Make sure every promise made in the presentation is kept.
• Handle any issues or customer complaints immediately. Things will go wrong, and the speed at which you handle even a minor issue demonstrates your commitment to the customer.
• Always keep your promises. Nothing destroys a developing relationship, like not keeping your promises. Stay true to your word. The customer placed their faith in you when they bought your product. You need to respect that faith by keeping your word.
• Become the customer’s business advisor. Do what you can to shift from the role of the salesperson to that of the trusted advisor by providing helpful industry insights, new information, or problem-solving solutions. Become a valued partner in the business!
• Show your appreciation. Showing your appreciation is a simple way to demonstrate you are thinking about the customer. Never underestimate how much a handwritten thank-you note, a congratulatory phone call, or a birthday card will mean to a buyer!

There you have it, a quick overview of the Ultimate 10-Step Sales Presentation Model!

The Ultimate 10-Step Sales Presentation Series

I hope what I shared with you here has helped you understand and appreciate the power of the Ultimate 10-Step Sales Presentation model. But I’ve just scratched this surface here! Over the next few months, I’ll be sharing more detail about each step of the model with more examples.

If you want to learn more about the Ultimate 10-Step Sales Presentation model, you can subscribe to the series here. That way you won’t miss any of this valuable information!

Join the Conversation

As always, questions and comments are welcome. What questions do you have about the Ultimate 10-Step Sales Presentation model? Are there any steps you think are more or less important than others?

I’d love your help. This blog is read primarily because of people like you who share it with friends. Would you be kind enough to share it by pressing the share button?

Category: Salespeople

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Which Business Philosophy is Right for Today’s World?

The global philosophy of businesses has shifted over the years. Modern business began with the product centered philosophy and was eventually replaced with the selling philosophy. Most recently, the business world has evolved into a marketing-centric philosophy. The question is, “Which business philosophy is right for today?”

The answer is, “It depends.”

Production Concept

In the late 1800s, Ralphs Waldo Emerson said, “Build a better mousetrap, and the world will beat a path to your door.” His expression is a perfect example of the production philosophy of business. The production philosophy says, “I’m going to build this thing and you, the consumer, will buy what I build.”

Henry Ford, in the early days of the Model T automobile launch, is attributed with the saying, “You can have any color you want as long as it is black.”

The assumption among executives prior to the Great Depression of the 1930s was, I know what I like, so I will make it the way I like, and other people will also like it.

Engineering and production departments determined what the company could build. They designed it, built it, and placed it in a catalog for people to buy.

Corporate sales forces were relatively unknown, and marketing departments didn’t even exist in those days.

Selling Concept

The Great Depression of the 1930s was a time of high unemployment and limited consumer demand. The resources for consumer goods throughout WWII were redirected to the war effort. So, by the time the war ended, there was significant excess production capacity from all the factories that had been built, and there was an enormous pent up consumer demand.

Companies continued to be driven by engineers and production departments. Essentially, they only made what they knew how to make. But suddenly, making a product and putting it in a catalog wasn’t enough. Consumers had a lot of products to choose from, so companies couldn’t just wait for the customer to find them.

The solution was for companies to employ a sale force to visit potential customers and take orders. Advertising, to augment the efforts of the sales force took on a larger role in helping to make the consumers aware of the new products available to them. Initially, advertising campaigns focused on newspapers and magazines. Then, eventually, advertisers also started using the fledgling radio market.

The limitation of the selling concept is it is driven by the engineering and production departments without a solid understanding of consumer needs/wants.

Marketing Concept

The 1950s saw a significant shift away from engineering and production, controlling the business toward the consumer. Companies realized they needed to make products customers actually wanted and would meet the consumer’s needs. As a result, marketing, rather than selling, became the focus of many businesses.

The focus on marketing meant that the company planning and operations needed to be customer-oriented. Products needed to deliver profitable sales growth, rather than to make sales for the sake of sales.

Businesses to realize the full benefits of the marketing concept needed to understand and meet consumer needs by coordinating the efforts of the engineering, production, and marketing departments.

The limitation of the marketing concept is, the emphasis is on developing familiar products, not “new to the world” products.

Selling versus Marketing Comparison

Still, several business people do not understand the difference between selling and marketing concepts. Many executives think they are similar when, in fact, they are nearly opposite philosophies.

Production/Selling Concept	Marketing Concept
1) Emphasis on the product.	1) Emphasis is on customer wants/needs.
2) The company makes the product, then figures out how to sell it.	2) The company first determines what the customer wants/needs. Then figures out how to make and distribute the product.
3) Management is focused on sales for sale’s sake.	3) Management is focused on profitable sales.
4) Planning is short-term.	4) Planning is long-term.
5) Stresses the needs of the manufacturer.	5) Stresses the needs of the buyer.

 

So Which Philosophy is Best?

Now, to revert back to our opening question, “Which business philosophy is right for today?” My answer is, it depends. However, in some cases, none of these current philosophies by themselves is sufficient.

Think about all the “first of its’ kind” products. There are pocket-size transistor radios, videotape recorders, hand-held calculators, cell phones, Pampers, Crest White Strips, and Swiffer. The list of products invented by engineers in research labs is endless. Every single one of these products was produced because some engineer invented it, and then, some production guy figured out how to make it.

Consumers didn’t know they needed the product because they had never seen it before. But once it was made, marketing created consumer awareness and demand. Likewise, the sales forces filled channels of distribution with the product.

However, what successful “new to the world” products have in common today is that they are designed and built with an understanding of consumer needs. Focus groups, research studies, beta testing, and test markets are all used to develop and refine products.

My conclusion is, the production and selling philosophy still has a place in the business world, but only to the extent that it leverages knowledge from the marketing concept.

Join the Conversation

As always, questions and comments are welcome. Which business philosophy do you think is most suited to meet the changing wants/needs of today’s consumers?

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Category: Sales Management

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Is There One Best Leadership Style for Every Situation?

In our last article, What Is the Best Way to Lead A Sales Organization? I introduced the concept of a leadership continuum. The leadership continuum comprises four leadership styles which were identified as Tells, Persuades, Participates, and Delegates.

On one extreme, the Task style focuses on telling the individual how and when a task is to be accomplished. Whereas, on the other extreme, the Relational style is focused on delegating responsibility to the person completing the task.

Thus, given these four predominant styles, the question arises, “Is there a preferred or best leadership style?”

My answer is, yes, there is a preferred or best leadership style, but the best style often depends on the situation.

Let’s look at the four styles in detail.

Tells

The telling leadership style is characterized by above average levels of task behavior and below average levels of relationship behavior. The sales manager makes all the decisions.

• Appropriately using the telling style is with a new sales representative who needs to be trained on how to develop a sales presentation.
• Inappropriate use of the telling style is with a seasoned, high performing sales representative who does not need to be told how to develop a sales presentation.

Persuades

The persuading leadership style is characterized by above-average levels of task and relationship behavior. The sales manager makes all the decisions but also attempts to gain the cooperation of the sales force by explaining what needs to be done and persuading the sales force to carry out the sales manager’s plan. The sales manager makes decisions with input from the salesperson.

• Appropriately using the persuading style is when a recently promoted sales representative is highly motivated but is currently unable to carry out the responsibilities of the job adequately.
• Inappropriate use of the persuading style is at a sales meeting where a sales manager instructs the salesforce on the proper procedures for the sale of a new item and provides them with an opportunity to ask questions

Participates

The participating leadership style is characterized by above average levels of relationship behavior and below average levels of relationship behavior. The sales manager sets direction by establishing an overall strategy and goal(s) but leaves the decisions about how to achieve the goals to the individual. The sales manager and the salesperson make decisions together.

• Appropriately using the participating style is when a sales representative needs to focus more on servicing the customer but doesn’t see how that will improve sales. The manager presents reasons for the need for increased service and how it leads to increased sales. The sales representative is allowed to take their preferred course of action.
• Inappropriate use of the participating style is when the sales force is not achieving their sales goals due to increased competition. At a sales meeting, the sales manager seeks input on meeting their sales goals but provides little direction to the sales force.

Delegates

The delegating leadership style is characterized by below average levels of task and relationship behavior. The sales manager provides little direction, contact, or support for the sales organization. The salesperson makes almost all the decisions.

• Appropriately using the delegating style is when a high-performing, motivated salesperson wants to be a top performer.
• Inappropriate use of the delegating style is when a new, untrained salesperson asks for help from the sales manager and the sales manager declines to help the salesperson.

The quadrant chart below summarizes the four styles of the leadership continuum based on the primary decision-maker.

 

As you can see, there is no one best style for a sales manager to employ in every situation. However, there is a best style to employ based the situation at hand and the salesperson involved.

A successful sales manager is someone who can flex their leadership style to fit the situation and the salesperson.

Join the Conversation

As always, questions and comments are welcome. Which leadership style is your primary style?  Are you able to flex styles to leverage the situation?

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Category: Sales Management

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What Is the Best Way to Lead A Sales Organization?

Imagine that you are a young sales representative. Your boss comes along and tells you exactly how he wants you to present the new product your company is launching, to which customers, when he wants it all done, and the results he expects you to achieve.

Again, imagine that you are a young sales representative. Your boss comes along and consults with you to determine the best method to present the new product to which customers, what order you will present to which customers, and what results you expect to achieve.

In the first scenario, the boss is exhibiting what is known as task behavior. In the second scenario, the boss is exhibiting relationship behavior.

There is a lot of research which found both task and relationship behaviors are effective, and both are needed to lead and influence employees in different situations.

Task Behavior

Back in the dark ages when I started my sales career, many of my bosses were ex-military officers. Lower level managers mostly came from the Vietnam era. Whereas, the higher-level managers and executives were WWII and Korean War veterans.

But they all had one thing in common. They all had a command and control leadership style. When it comes to command and control leadership the individual says here’s what I want you to do, how to do it, when to do it, and where to do it.

In the command and control leadership style, there’s not a lot of room for creative problem-solving. The command and control style is also known as a task behavior leadership model because it focuses on the behavior of the individual completing a task.

Relationship Behavior

I noticed more and more leaders who were people-oriented, as my career progressed. These people-oriented leaders listened to their employees. They provided an overall direction but also took the time to solicit input on goals and objectives from employees. They even used positive feedback to reinforce the employee’s confidence.

Another substantial difference for relational leaders is their willingness to delegate decision making to employees. The manager is there to provide guidance if it is necessary, but also allows the employee to establish goals, priorities, approaches, and the expected results.

Task Relationship Continuum

The task behavior style of leadership is autocratic and even has dictatorial traits. Communication is one-way. The boss informs the employee what to do. Supervision is close at hand as the boss monitors the employee to make sure the task is completed as directed.

The relationship behavior leadership style is at the other end of the continuum. This style is characterized by two-way communication. A high degree of delegation means direct supervision is limited but available when needed.

Between the extremes of task and relationship behavior are two intermediate positions on the continuum. They are leaders that persuade and the leader that will participate.

The leader who persuades has a specific task, approach, and expected results in mind. The persuading leader seeks to gain alignment with the employee by convincing the employee to accept the leader’s approach.

The participative leader also has specific tasks, approaches, and results in mind. However, the participative leader engages the employee by seeking input into the proposed plan. Together they develop a plan that melds their thinking and expertise.

The Best Approach

The best way to lead a sales organization depends on two things: the salesperson and the situation. There is no one “best” way to lead all sales representatives in all situations.

For example, if a sales representative is new, a leader may tell the sales representative how to create a presentation. This telling/teaching approach is a characteristic of the task behavior style.

On the other hand, if the sales representative is a seasoned, high performer, the leader may delegate responsibility for developing and delivering a presentation. This approach is characteristic of the relationship behavior style of leadership.

In our next article, we will look at the Task versus Relationship behavior continuum in more detail by examining the strengths and weaknesses of each element of the continuum. We will also consider which is most effective in a given situation.

Join the Conversation

As always, questions and comments are welcome. What leadership style, task versus relationship, have you encountered most often in your career? Which style do you prefer?

I’d love your help. This blog is read primarily because of the people like you who share it with friends. Would you be kind enough to share it by pressing the share button?

Category: Sales Management

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Does the Law of the Harvest Apply to Sales?

As a boy, I loved going to visit my grandfather to work with him on his farm. It was hard work, and apart from when the ground was frozen in winter, there was always a lot to do.

In the fall, grandpa planted the winter wheat. The timing was important. He wanted it just to begin to grow before the winter snows came. Then in the spring, it was time to plant summer wheat and barley, and of course, a massive vegetable garden.

Then came the long wait until the harvest. Of course, there was weeding and plowing to do, animals to tend to, and equipment to repair.

But I could always tell when it was close to harvest time because grandpa would pull the giant combine out of the barn and start getting it ready for the upcoming harvest. Everything had to be in tip-top shape once harvest time came. Because, you can’t afford a piece of equipment to break down in the middle of the harvest!

The Law of the Harvest

Farmers like my grandpa know that there is a natural order to things. First, you must plant. Second, you must care for the crop. Third, you must wait for the harvest. And fourth, you must be prepared to act when harvest time comes.

The fifth law of the harvest is you only harvest what you sow. If you sow wheat, you get wheat. If you sow barley, you get barley. Whatever you sow comes back to you in some multiple of what you planted. One seed of wheat generally produces 50 kernels! That’s a pretty good return.

Sales also have a law of the harvest.

The Sales Law of the Harvest

I learned how the law of the harvest applies to sales very early in my career. I presented a deal to a local independent grocer several times, but he never bought. Then one day he said yes. So, I called another independent grocer down the street later that day, and he bought for the first time as well.

I asked the second grocer what influenced him to buy from me that day. He told me, that he and his friend down the street had been comparing notes about how I treated them and what deals I presented them. He explained I had always treated them respectfully as I learned their business, and I always gave them the exact same deals. I had earned their trust, he said.

It turns out those first weeks of presenting and learning their business I was planting the seeds. Also, because I was patient, a harvest came in the form of a nice order—well not one order, but two orders on the same day!

Then to my surprise, several other local independent grocers started ordering from me regularly. Later, I discovered that they were all part of the same association, and they frequently talked about the salespeople and the deals they were getting.

My harvest of orders multiplied as I grew to know my customers, treated them with respect and cared for their businesses as though it were my own.

The Golden Rule of Sales

I had treated my customers, as I would have wanted to be treated if the roles were reversed. I was following the Golden Rule, something I learned attending church with my grandparents.

The Golden Rule of Selling is simple; treat your customer as you would want to be treated.

See, by putting customers first, we develop trusting relationships. And when we have trusting relationships, the Law of the Harvest kicks in. We reap the rewards of increased business through referrals and loyal customers.

But all this takes time. It takes patience.

Plant Seeds Today

You don’t plant a seed today and then go out looking for the plant tomorrow and expect to reap a harvest. Likewise, in sales, you don’t build a relationship with a customer on the first visit. Relational salespeople know that it takes time to build trusting relationships, so they are patient.

Relational salespeople know the seeds they plant today will return a greater harvest if they are patient and care for their customers. The harvest comes in the form of fiercely loyal customers and referrals that will build your business.

The Law of Harvest applies to sales in much the same way as it did on my grandpa’s farm. Plant today by building relationships with your customers, take care of the crop by servicing the needs of your customers, and be ready when harvest time comes!

Join the Conversation

As always, questions and comments are welcome. Have you experienced the Sales Law of the Harvest in your career?

I’d love your help. This blog is read primarily because of the people like you who share it with friends. Would you be kind enough to share it by pressing the share button?

Category: Salesperson

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What 3 Skills Do Successful Salespeople Need?

I’ll never forget when the first 14400 baud rate modem arrived in our office. As a sales manager, I was excited about the possibilities. This modem was so fast we could send emails to the sales force in a matter of seconds! Imagine that!

Then, the 28800-modem arrived, and not long after the 56K modem. With this new 56K speed demon, we could not only send emails to the sales force; we could develop presentations and send them to customers! The customers could read the presentations and send us a reply email back with their orders!

Who needs a salesforce with this kind of technology? Well, that is what most managers wondered in 1990.

Even though technology continued to advance, salespeople are still around 30-years later. In fact, I would argue salespeople are more important to commerce in our globalized world than ever.

Technology has changed the world, and the successful salesperson changed right with it. Today’s salesperson doesn’t look much like the salesperson from the 1980s.

So, with all these technological changes, what skills will a salesperson need to be successful over the next 30-years?

Three Critical Skills

The diversity of industries, products, and channels of distribution has made sales roles incredibly complex. Successful salespeople need a vast array of skill sets to succeed now and in the future.

If you Google sales skills, you will no doubt come across long lists of the needed skills proffered by a variety of experts. However, I’ve found all those long lists of skills can be condensed into three critical skill sets; conceptual skills, technical skills, and human skills.

Conceptual Skills

Conceptual skills, by definition, allows a person to visualize concepts, see patterns, understand abstract ideas, solve problems, formulate processes, and understand how systems, programs, and ideas interrelate.

Generally speaking, conceptual skills are those, which allow the salesperson to think creatively and act strategically. They also allow the salesperson to visualize the entire sales process. This visualization includes understanding the buyer’s needs and knowing where one’s product fits into their needs.

Technical Skills

Technical skills are the required skills to get the job done. They include the techniques, practices, tools, and processes needed by a salesperson to sell effectively.

Technical sales skills vary depending on the industry but commonly include presentation skills, knowledge of the product, knowledge of the customer, analytical and problem-solving abilities, and the ability to use specialized software specific to the industry.

Human Skills

Human skills are those which allow the salesperson to work effectively with and through other people. When defined broadly, human skills are a combination of social, interpersonal, and leadership skills. Typical human skills include communication, empathy, stress management, and conflict resolution.

A sure sign of someone with strong human skills is someone who likes other people and who is liked by them. Think about it, do you know any successful salespeople who don’t genuinely enjoy working with people, helping them to solve problems, and serving their needs? No, I don’t either.

Needs Vary

Not all sales roles are created equal. Some roles require higher levels of technical skills than others. Some sales processes are more complex than others and require salespeople with stronger conceptual skills. However, all sales roles require strong human skills.

The balance between conceptual, technical, and human skills also varies depending on the operation level of the salesperson. Beginner salespeople may need to develop their technical skills. As the salesperson advances to larger, more complicated customers, there is an increased need for strong conceptual skills.

The bottom line is that salespeople have a secure future even in the digital, globalized world of commerce. But only if they adapt and develop the skills that are needed to deliver value to their companies and their customers.

Join the Conversation

As always, questions and comments are welcome. Is there any character trait I described here you think is more or less important than others?

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Category: Salesperson

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7 Character Traits of a Successful Relational Salesperson

It takes a very special combination of character traits to be successful in sales in the long run. Oh sure, there are some nefarious salespeople out there who mislead and outright lie to customers just to make a sale. But most of the time, they flame out or end up in politics before long.

On the other hand, the men and women who are honorable, who spend a lifetime serving customers with integrity, are a special bunch. If you are a salesperson, this is the kind of salesperson you want to be. If you are a manager, these are the kind of salespeople you want to hire!

The list of character traits I think are essential for a salesperson are, I admit, a bit different than most lists you might find if you Google, “character traits of salespeople.” However, this list has proven to be an accurate indicator of sales talent over the span of my career.

Top 7 Character Traits

So, here goes, my top seven character traits of successful salespeople. Successful salespeople are patient, kind, ethical, faithful, fair, humble, and self-controlled.

Patient

Salespeople are often under a lot of pressure to meet their numbers. As a result, there is a tendency to push the customer to order now! Successful salespeople are patient. They let the customer determine when the right time to buy is. They know having patience goes a long way toward building trust and long-term relationships.

Kind

Successful salespeople are kind. They are friendly, generous, and considerate. They are open, generous with their time and expertise, and considerate of the customer’s needs. They know that addressing a customer’s needs and helping to solve a problem is the shortest route to making a sale.

Ethical

Successful salespeople are morally ethical. They don’t shade the truth or bend the rules to make a sale. They are honest in all their dealings with customers and with their company.

Faithful

Successful salespeople are faithful in taking care of their customers. They don’t abandon their customers when something goes wrong. They take the time to help when needed.

Fair

A successful salesperson is equitable and just. They operate from the position that a deal must be fair for all parties.

Humble

Successful salespeople are humble. They are not pretentious or braggadocious. They respect the needs and desires of their customer.

Self-Controlled

A successful salesperson is in control of their emotions, passions, and desires. Selling is a career where there are great highs and lows. Successful salespeople don’t let their emotions get the better of them when things go wrong. They don’t let their passions and desires override their desire to be patient, kind, ethical, faithful, or fair.

The Relational Salesperson

I recently wrote about the differences between traditional, professional, and relational salespeople (You can read the article here).

The person I have described here that embodies these seven character traits is a relational salesperson. Relational salespeople are focused on their customer’s interests. They are patient, kind, ethical, faithful, fair, humble, and self-controlled. Successful relational salespeople know in the long run meeting the needs of their customers and solving problems will result in loyal, trusting relationships.

Join the Conversation

As always, questions and comments are welcome. Is there any character trait I described here you think is more or less important than others?

I’d love your help. This blog is read primarily because of the people like you who share it with friends. Would you be kind enough to share it by pressing the share button?

Category: Sales Management

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The ABC’s of Relational Selling

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Everybody Sells. What Kind of Salesperson Are You?

Whether you realize it or not you have always been a salesperson, and you will be for the rest of your life!

Think about it, little kids asking their parents for a new toy are selling. Teenagers asking to borrow the family car are selling. Asking for a date is selling, so is asking a professor to change your grade, asking for a raise, or applying for a new job. Asking someone to marry you is certainly selling!

So, the real question is, what kind of a salesperson are you?

Over the years I have found three main types of salespeople. These types are what I refer to as traditional salespeople, professional salespeople, and relational salespeople.

Traditional Salesperson

Traditional salespeople are guided by their own self-interests. They do what they think they can get away with selling. These people are ego driven and prideful, so they are unlikely to share credit but will take credit for themselves instead. They attribute their results to their own efforts and money is their chief motivator.

An elderly friend of mine needed to replace her aging car and was on a very tight budget. She visited a car dealer where an aggressive salesperson persuaded her to buy a new car, which was well over her budget, rather than of a good used car within her budget. What’s worse the car had a hatchback rear door, which was so heavy she couldn’t even open it!

This salesman was a traditional salesman. He only cared about making a sale, not what was best for this elderly customer.

Professional Salesperson

Professional salespeople are less focused on self-interest compared to traditional salespeople. They do what is legally required to take care of customers. They are prideful and ego-driven, but they will share credit when it is in their benefit. They attribute their results to their personal efforts but recognize the influence of other employees and customers. Money is important to the professional salesperson but not to the extent that they would do things detrimental to the customer.

A plumber who was doing some work in my house recommended a whole house water filtration system, and he was good enough to mention a couple of quality manufacturers. I contacted one of the manufacturers who sold me a whole house system. When it arrived, my plumber told me the manufacturer had sold me the wrong system. He said based on the chemicals in our water; this system would last just a few months before it would have to be replaced. Although the manufacturer knew better, they still sold me the wrong system anyway.

Instead of leaving me to deal with the manufacturer he called them personally and explained the system I needed to them, arranged for a replacement system, and even returned the old system to the manufacturer himself.

He was a professional salesperson. He did what was right to help me so I wouldn’t be stuck with a system I couldn’t use.

Relational Salesperson

Relational salespeople are focused on customer interests. They are “golden rule” salespeople because they want to do the right thing for the customer. The interests of others are most important to the relational salesperson. They are not prideful nor are they ego driven. They have no problem attributing results to all those involved in a sale. Making a sale and earning money results from serving the interests of the customer well.

A good friend told me about a salesperson who worked at an audio-video store, who is a true relational salesperson. My friend’s mother was remodeling her house and wanted to replace aging TV’s and stereo equipment. She also wanted the convenience of having a single remote control to manage all the devices.

This relational salesperson put a system together that met all of her needs, programmed a universal remote control, installed the system, and showed her how to use it all properly. It’s been several years, but whenever she has a question or problem, he still gives her the help she needs.

He was a relational salesperson. He cared about the needs of his customer, and he worked hard to meet those needs. Furthermore, he continued to provide service to the customer long after the initial sale was concluded.

What Kind of Salesperson Are You?

So, what kind of salesperson are you going to be? Are you going to be a traditional salesperson who is in it only for themselves? Are you a professional salesperson who will meet the needs of your customer if it doesn’t interfere with you making a sale? Or, are you a relational salesperson who puts the needs and interests of your customers first?

If you want to build a loyal list of clientele who will come back to you repeatedly, then you need to be a relational salesperson. A relational salesperson who first seeks to understand the needs of their customer and then works hard to meet those needs is the only salesperson I want working for me and the only kind I want to work with professionally!

Join the Conversation

As always, questions and comments are welcome. I’d like to hear what kind of salespeople you have encountered Which type do you prefer working with?

I’d love your help. This blog is read primarily because of the people like you who share it with friends. Would you be kind enough to share it by pressing the share button?