The Fear of Not Selling

by Jacques Werth

The fear of not selling has too many salespeople pushing hard enough to be offensive.

No matter what their product or service, most salespeople will attempt to sell every potential prospect in hope of making a sale.  However, at any given time, most prospects are not ready, willing, or able to buy.  But for various reasons, a lot of prospects are willing to sit through a sales pitch while acting like they might buy – with no intention to do so.

Then, the salesperson becomes disappointed often enough, that they think that they should push harder, overcome objections, and try several closes.  Then they get rejected.

Most prospects buy for their own reasons, in their own time.  The right timing can put the salesperson in front of prospects when they are ready, willing, and able to buy – without pushing.

The Fear of Not Selling

How Can Fewer Sales Calls Produce More Sales?

by Jacques Werth

Highly effective sales producers make fewer sales visits.  They only visit the prospects that are most likely to buy from them.  They become more and more skilled at knowing the difference between buyers and “tire kickers”.  They also become very skilled at communicating with real buyers.

Salespeople that follow this strategy close more sales per month (on average) than those who make more sales calls.

How Can Fewer Sales Calls Produce More Sales?

It’s Up to You

by Jacques Werth

I was head of sales and marketing for a company that provided production equipment to the electronics industry when I fired our sales representative for the upper Midwest.  I hired a young man named Ben as his replacement, and we brought him to the home office near Philadelphia for two weeks of product training.

A few weeks later Ben called to say that one of the largest manufacturers of radar detectors was interested in one of our production machines.  The prospect would probably buy several more machines if the first one worked to their satisfaction.  The prospect was also looking at two of our competitors’ machines.

Ben made a sales call to see their VP of Production, and he had one of our demo machines in his van.

A few days later, Ben called me to say that the prospect had decided to buy one of our competitor’s machines instead.  I asked him why?  Ben said that he didn’t know the reason.  I asked Ben if the prospect had actually tried out the demo machine.  He said. “No, we only went over the written specifications, which I left with him.”

I said, “Ben, I want you to call the VP and tell him that you are on the way to his plant to set up and run your demo machine.  That way, he can see how it works compared to what he has decided to buy.”

Ben said, “That’s over 160 miles from me.  It doesn’t make much sense if he’s already decided on a competitor’s machine.”

I said, “Ben, just make the call and let me know what he says.”

A couple of hours later, Ben called back and said the VP wanted him to bring the demo machine the following Monday.

I told Ben that we would have one of our field technicians fly into an airport near the prospect’s plant on Monday morning, and Ben should pick him up.  Then, the techie would set up the demo machine properly and train the prospect’s people, and Ben, how to use it.

About two weeks later Ben called me to say that the prospect wanted to buy the demo machine and a second one just like it.  Ben wanted to know whether he had to go all the way back to the customer’s plant to set up the second machine.

I said, “What do you want to do?”

Ben said, “Well we have a lot more equipment that they could probably use.  But, it’s a long trip.”

I said, “It’s up to you.”

Ben made that trip and several more.  By the end of the year that manufacturer was one of our top ten customers, and Ben was one of our top three salespeople.

 

It’s Up to You

Want Interested Prospects?

by Jacques Werth and Carl Ingalls

What happens when you spend your time and resources engaging with prospects that are merely interested in what you are selling?  An interested prospect is only shopping for information and free advice.  Suppose you give them just that, lots of free information and advice, along with lots of your own valuable time.  Do you think they will eventually buy from you out of gratitude?  How do you think they will feel about “owing” you the order?

When a prospect has finished shopping for information and is ready to buy, they are no longer an interested prospect.  At this point, they are far more likely to buy from someone who is simply in the business of selling than they are to buy from someone who spends their time giving free information and advice.

How do you feel about someone else getting the sale after you have invested all that time and energy with the prospect?  Do you feel that you lost something you deserved to get, and that the other guy was just lucky?

Do you want to be one of those salespeople who regularly contacts prospects at just the right time to get the sale?

Want Interested Prospects?