Unaccustomed As I Am

Talking about MPs [We were, weren't we?  At least here in the UK just now!], some years ago one of the major parties tried to help its newly elected Members of Parliament by issuing them with a template for a maiden speech.
Knowing that even to appear on a ballot paper requires pragmatism, common sense and intelligence, the covering note reminded timorous new Members to insert the name of their own constituency in the gap!

Fortunately, better advice is available for the rest of us, and politicians too if they choose to look for it!  Making a 'maiden' speech to any audience of speakers might feel terrifying, but they will all remember their first time and will be willing you to succeed.

If you appear in front of them and start off by apologising, they'll expect the worst.  Don't be too hard on yourself.  We all have things we don't like about ourselves, but the reality of public speaking is that the audience doesn't see them.  So, harder as it is to do this than to say it, RELAX!

Know your subject, and know that the audience are interested in hearing about it.  Be passionate about it, and know the details.  If you're asked to speak about something you don't know about, learn about it!

Never, ever waffle, apologise or thank people for listening!  Too many speakers open with self-deprecating remarks.  Sure the best person to tell a story against is yourself, but not right at the start!  Without words, your body language is capable of committing the same sin.  So don't come on cowering and trembling, saying "I don't really know why they've asked me.  I'm not very good at this."  Take a few deep breaths, walk on stage looking confident, and smile.  Then, by way of a good, relevant introduction which grabs your audience, get to the point!

The first few seconds of your speech are crucial.  You have to grab the attention of your audience, so how can you do this?  How can you gain and keep their attention?  Firstly, engage your audience.  Some ideas for doing this are:

• A question to the audience
• An amazing statistic
• A comparison between two unrelated things
• A promise to reveal a secret
• An amusing story

Whichever you do, and I'm sure you can think of other ideas of your own, you need to make them think.  Within your 'introduction' you should also be telling them how long your talk will take, why they will enjoy it, and what they will get from it.  Then tactfully tell them that they will receive that value only if they pay attention to you right to the end.

Learn from other people's speeches, and everyday conversation.  Analyse what people do to get the reactions you seek.  For example, groups of three ideas have worked well for a very long time, and still do; from "Faith, hope, and love" in the New Testament, to "Education, Education, Education" in the 21st century.

There is a difference between written and spoken English so don't try to speak an essay, and don't try to convey too much information.  The written word is good for communicating details, but speaking much less so.  And keep it short and simple!  The full St Matthew version of the Lord's Prayer is only 66 words!

Weave imagery and anecdotes (your own!) into your speeches.  Imagery
pre-dates writing and continued apace whilst general literacy levels were not high.  Coats of arms and mediaeval inn signs are examples which survive, but parables and fables were once the only means of preserving knowledge.
Yet again, keep the anecdote short and simple.  The parable of the Good Samaritan takes only 165 words!

The ability to ad-lib, or speak "off the cuff" is often seen as an enviable skill, but look at the literal meanings of these phrases.  Ad Libitum translates as 'to the freest extent' or 'as much as one desires', and your shirt cuff is where you might well have written carefully researched and abbreviated aides memoires!.  So actually we are claiming to admire both long and rambling and carefully scripted speeches!  Over-confidence in your ability to 'wing it' can lead to an aimless, pointless speech with no clear structure and no clear message.

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Succeeding In Spite of Yourself

What does it mean to shoot yourself in the foot?  Is it that you're not just aiming too low, you're aiming so dangerously low that your foot is in the sights as you pull the trigger?  Or is it what the military call a 'negligent discharge'?  Have you accidentally pulled the trigger while your gun is still in its holster, muzzle downwards?

Whichever you prefer, the common thread is carelessly, stupidly, naïvely doing something that causes you pain and delay, and does you more harm than good.

I have come across many examples of businesses shooting themselves in the foot, so I thought I'd list some pitfalls for you to recognise and avoid.  You can imagine a (falsely) reasoned argument in favour of each of these.  I believe the counter argument carries far more weight in each case.

1. Selling to the wrong people
   Don't push your business on everyone you meet!  Know how to identify your ideal customer.  It's a waste of time trying to sell to people who simply don't need what you're offering.
   
   
2. Selling the wrong product
   Don't assume all your ideal customers want what you are selling!  Even if you believe they need it, they have to want it before you can sell it to them.  It's a waste of time trying to sell to people who don't even need what you're offering.
   
   
3. Forgetting your Unique Selling Point(s) - USP(s)
   You must offer more than just items of value to the ideal customers.  You must give them good reasons to buy from you rather than your competitors.  You must consistently tell them why you and your products are uniquely placed to help them.
   
   
4. Failing to focus on value creation
   Customers only want to buy from you because the value they get from the purchase far outweighs the value of the money they have to part with to do so.  If you don't create value for them, in their minds, they will see no need to purchase.
   
   
5. Haphazard Marketing
   You need a Marketing strategy that covers all areas of the customers' long-term relationships with your business - From them first finding out you exist, to them telling all their friends how good you are!
   
   
6. Ignoring the only three ways to grow a business
   Getting more people, to spend more, more often - These three 'mores' are the only three ways to grow a business.  You must balance your efforts to increase each factor according to your market and the needs of your business.
   
   
7. Ignoring repeat business
   The third 'more'! - You need to keep your customers aware of your existence, and have the 'more' there for them to buy
   
   
8. Ignoring Up-Selling
   The second 'more'! - You need to offer products or services that are complementary to the things the customers initially wanted to buy
   
   
9. Only advertising when you need Customers
   The first 'more'! - This is the one people usually focus on to the exclusion of the others.  "We need more sales so how can we find more new customers?"  Advertising isn't the only form of promotion, and promotion should be an on-going activity.
   
   
10. Not tracking results
    Not even the 'experts' can accurately predict what will work for you and what won't.  You have to test and measure each Marketing activity.  You have to know what produced what.  Then, if it doesn't work, drop it.  But if it does work, do more of it!
    
    
11. Not following things through
    If you're like most, you'll have many, many things you'd like to try.  Don't waste time and money starting something that you can't follow through.
    
    
12. Running an advert only once
    If you fix your 'haphazard Marketing', you'll be aware that people need to be given several opportunities to fully absorb your messages.  If your promotional activity doesn't produce results first time, it's probably never been given the chance!
    
    
13. Copying the Competition
    Do what you need to do because you know that you need to do it.  Believe me, all your competitors could easily be making the same foolish mistake!  Quite possibly because they all followed blindly!
    
    
14. Trying to save where it counts
    Don't try to save money in places where it shows.  When it comes to what your customers can see, you should spend whatever it takes to get everything looking right.
    
    
15. Spending too much money, unwisely
    Your business should put cash into your pocket, so before you invest money into it, be clear on how you're going to pull that cash back out again
    
    
16. Spending too little money
    Equally, don't be miserly and don't let frugality get in the way of efficiency.  Take advantage of skilled outsiders who can do certain tasks more efficiently than you can.
    
    
17. Going against your intuition
    While you might think that logic is the language of business, that's far from the truth.  If you base all your business deals on hard logic and ignore your intuition, you'll get hurt!
    
    
18. Being too formal
    Business is built on relationships and human beings don't want to build relationships with faceless corporations.  They only want relationships with other human beings, so build rapport and relax formality as appropriate.
    
    
19. Failing to optimize
    You can't simply focus on creating value, and imagine the rest will take care of itself.  As a business owner, you need to find a way to deliver your value in a cost effective way.
    
    
20. Not collecting your money on time
    Collecting money from people can be hard, so collect a substantial portion of the money first before you provide anything.  When it comes to debt-collecting, if you act like you don't need the money, you'll never get paid!

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Why is a Salesman Like a Sportsman?

Continuing with a previous thread of the similarities and differences between Sport and Sales, there are several obvious common themes.

• About competition and 'performance'
• Results oriented
• Have to get it 'right on the night'
• Underperformance is highly visible
• Operating under pressure
• Past and potential performance are merely indicators
• Preparation is vital
• Preparation is no guarantee of a good performance
• Complacency is a killer, e.g.
  • Underestimating the competition
  • Overestimating the competition!
  • Skimping on preparation
  • Ignoring the need to monitor and assess developments in your field

However, the approaches to training seem vastly different.
Excuse the gap.  Blogspot doesn't seem to handle tables perfectly!

Sports Professionals	Sales Professionals
Train constantly	Train occasionally, if at all - Maybe one or two days per year
Work on all different aspects of their game	Rarely address more than one or two aspects
Some training is under guidance, some is on their own	What training there is will often be self-motivated and individually organised
The Coach continually monitors performance and operates a 'continuous improvement' regime	Managers monitor performance less often, and frequently wait for a crisis before offering assistance
Coaches also develop individual training programmes for each competitor in their charge	Whole team only ever goes on the same 'one size fits all' course
Huge use of role-play in practising for their event	Apart from any that is part of a training course, there is a notable lack of role-play - You're in at the deep end, doing it for real!

Can you imagine this Sales scenario operating in professional competitive sport?  Yet we have to assume that salespeople also want to perform to their best, and that their best is at a high level - otherwise why haven't they changed to a different career?

The Sales Manager and Sales Director have to view their roles as 'Coaches'.  In professional football, for example, if the team is consistently performing badly, it is recognised that the results are the ultimate responsibility of the Manager.  If the results don't come, it will be the Manager who loses his job before too many of the players lose theirs!

If the salespeople model themselves on any particular sport, they need to be aware of the circumstances that prevail in that sport.  For example, in Formula 1 mid-season testing has been banned since 2009, but not because it delivers no benefit.  Far from it!  It has been banned purely in order to level the playing field for the less affluent teams.

In both scenarios, the team have to be trained and they have to have the opportunity in a 'safe environment' to try putting into practice what they have learned.  Further observation and suggestions for improvement must be effectively continuous.  A sports Coach will monitor their protégés in action, in competition as well as in training, because performance under pressure has to be analysed and shortcomings acted upon.  Sales needs to be similar.  In both spheres there has to be room for new ideas, new techniques, new training regimes and new approaches.

Those responsible for sales team training should ask themselves, "Could the team apply all they've been taught anyway?"  In a sporting context you'd be hard pressed to answer anything except 'of course'.  But has the sales trainer taken the time to understand the company's customers and markets?  Their problems and circumstances?  Have they observed the sales team in action, under pressure?  This type of trainer would not be cheap, and it would mean investing a large amount in your sales team.  But aren't you expecting them to be as professional at their jobs as any top professional sports star is at theirs?

Apparently, around a third of sales people change jobs each year, so does this tempt 'management' not to invest in their development?  I doubt the figure is as high in professional football, despite the lively transfer market.
Do football club Managers feel it's not worth developing their players because they'll all have moved on in a few years?  By not investing in those staff who do leave, you'll be failing to invest in those who'd like to stay, and they'll up and leave too because they want to be developed!

Many sports which operate in a 'club' environment make use of senior players to help with the development of juniors, and sales teams need to do the same.  Neglecting the accumulated in-house wisdom would be a grave error, so analyse why your top performers are at the top.  Help them to do so if they can't put it into words themselves.  Get them involved in the training and coaching of the whole team.

If you have any responsibility for the results of a team - even a team of one - don't just tick the box which says 'we've done training'!  Take a leaf out of the sports Coaches' book.  Olympic medals aren't available for selling, but if they were, wouldn't it be nice to think that your team would be among the medallists?

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Changes In Buying Attitudes

21st century Sales and Marketing is about solutions, win-win outcomes and lifetime relationships.  It is about rapport, understanding and value.  It is about co-operation, appreciation and service.

We have to be careful that our behaviour and language do not turn the experience into confrontation, win-lose and one hit sales.  And the situation is more or less identical across most sectors.  I even talk to my friends the undertaker and the wedding planner about how to get repeat business!

Much as it was advocated in some quarters in the past, I'm not certain the 'wham, bang, thank you' style was ever hugely productive; and it is almost certainly going to be ineffective with today's more sophisticated buyers.  So what is it that is making buyers more sophisticated?

The answer lies in communication and information - in short, it lies in the internet.  'Googling' what it is they want gives them access to remarkable amounts of information from more suppliers than ever before.  In the past their decision making was far less informed, but now they will know a lot more before you ever get to talk to them.

There is a risk, however, that this increased product knowledge will become merged in the buyer's mind with price!  Buyers may well reject initial quotes out of hand, even from favoured suppliers.  They will try to treat your product or service as a commodity.  Buyers will be thinking that, if they can save a few pennies, they will do so.  If your product or service isn't a commodity, don't let them believe it is!  It has never been more necessary to understand their fundamental problems, the circumstances in which those problems exist, and to propose solutions that reflect why you are uniquely placed to help solve them.

It is also vital to understand the customer's decision making process - one of many 'circumstances' - and this may well have changed recently.  Companies are becoming more risk-averse than ever; decisions are being referred to and made by committees; and no-one wants to take personal responsibility for anything.  People are becoming terrified of being held accountable.  But you can, and should, be offering certainty - but this should also carry a price premium.

Technology is not all bad news though.  It can give access to more information about your competitors' offerings; it can make internal sharing and discussion of information easier; but it can also make it simpler for you to by-pass 'gatekeepers'.

Increased buyer sophistication is also leading to the increasing popularity of referrals.  Networks, customers, unconverted prospects, suppliers, social acquaintances and many other contacts can be approached for referrals, and should be!  It might be as simple as giving you the name of a key decision maker, but it all helps.

Most customers are seen as loyal and most want to be, but as supplier you should never take them for granted.  It is the service with which you deliver your product (or service) that counts.  Keep a customer ecstatic and they won't be tempted away, even by a cheaper rival.  It remains true that people buy from people they know, like and trust.  It is the value that the buyer derives from the purchase that matters.  The more salespeople understand what value means to the buyer in a given situation, the more they can help the buyer.  So make sure the buyers know why you are asking all these probing questions.

But what if yours is a commodity?  How can you compete against, say, cheap imports from the Far East?  The answer is for the sales team to enable their customers, and thus themselves, to fully understand the fundamental problems, the circumstances in which these problems exist, and the way in which the buyer's own performance will be judged.  In this way it becomes apparent what 'total package' is required, and the customer can be helped to see the full value of receiving it.

Key pointers for future behaviour of your sales and marketing team.

• More customer communication and contact
• More 'business knowledge' - Not just product knowledge
• Being more available
• Reducing bureaucracy
• Less 'pitching by quotation'
• More discussion and agreement face-to-face
• Better 'keep in touch' systems
• More and better induction and ongoing training
• Build more rapport and better relationships
• Understand how buyers want to buy
• Understand 'problems and circumstances'
• Don't make sales presentations - Don't dictate
• Be beneficially different
• Give buyers choices

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Recruit And Train Your Sales Team

One of your reasons for attending a Networking meeting should be to recruit and train members of your surrogate sales team.  You are lucky if you can sell to someone in the room; you need to have them and their address books selling for you.  Pretty obviously they'll have no idea how to do this and no motivation to try, until you have told them.

Coupled with another of your reasons for attending - the ability to meet and get to know strangers - this means that 'recruitment' will be on your agenda.  Please be careful!  Don't try to rush into 'induction training' too early, and don't neglect further training for existing team members.  People who already know you, what you do and who you do it for, can be re-invigorated by some pertinent Continuing Professional Development (CPD).

Assuming you've broken the ice, established some rapport and are starting to enjoy each other's company, there is some pretty fundamental stuff you need to communicate, and then be sure has been received, understood and stored.

You can also use these same 'headings' when someone is recruiting and training you into their surrogate sales team.  If you don't understand these things about them and their business, you won't be an effective member of their team, so don't be afraid of letting them know you haven't quite got the full picture.  They will thank you for letting them help you be a better ambassador for their organisation, and they might just get better at explaining themselves in the future.  You will need to know:

• How to identify their Ideal Customers, using only public domain information - e.g. 10 to 40 person accountancy practices within 30 miles of Cambridge
• What 'symptoms' to look out for when you encounter one - e.g. Suffering from cash-flow problems
• How to check these really are symptoms of a 'disease' they can cure - e.g. They can only fix some of these personally: Low sales? Unprofitable sales? Excessive debtor days? High overheads? Inefficient staff and/or procedures?
• How to explain how wonderful life would be without these symptoms
• How to indirectly establish enough credibility for them, to allow contact

Neither of you is trying to get the other to sell their product or service for them!  What what both of you want the other to do is gain permission to broker an introduction, and then do so.

The sales training you do with your team on these occasions can be similar to training a 'regular', employed sales team.

• Some members of the team will be performing better than others, so study and analyse what they do, and share the ideas with the rest of the team
• Make study and analysis a continual activity, not a one-off fait accompli
• Best practice has to constantly evolve - something new might make the best even better
• Best practice may need to adapt rapidly to sudden changes in the market
• Don't neglect the 'tried and tested' techniques that new recruits can adopt, without fear of your (management's) disapproval
• Ask the entire team for ideas - "What's working for you right now?"

Again the best could get even better.  Modelling the best is just a starting point, a benchmark, a springboard, so accept ideas from anywhere.

Just as with a 'regular' team, you need to encourage communication within the team and with 'management'.  Encourage discussion of difficulties and have systems in place for team members to debate specific issues amongst themselves as well as with you.

As well as understanding prospects' problems and circumstances, all the team must be able to access the information which allows them to understand your problems and your circumstances.  By this I mean that they need to know the questions you (management) will ask as part of monitoring their performance, so they will have asked their own questions of the prospect and have answers ready for you.  They will be able to monitor their own performance against these well-publicised and understood rules too.  Bi-directional feedback will be of great help in resolving any bottlenecks.

For your surrogate team, out there prospecting on your behalf, processes and later developments of them will only work if the team 'buy into' them.  Your surrogate team need to feel listened to, the processes need to make sense, and they need to be extremely simple to follow.

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Sales Presentations Are So Last Century

My advice to anyone asking about a sales presentation would be, don't do it!  What purpose do you think it will achieve?

Why would you ever need to make a sales presentation?  If you don't yet understand inside-out and upside-down the prospect's fundamental problems and the circumstances in which they exist, how can you possibly know what to present?

And if you do understand, it's not a sales presentation, is it!  You will be presenting your suggestions, your proposal, won't you?

Yet many thousands of words continue to be written on the subject of sales presentations, by well respected people in their books and in well respected publications.  Just looking recently at a small number of articles on this subject revealed some amazing things.

I find it frightening that this stuff is being broadcast to sales teams as state of the art, immutable fact, under the banner of professional bodies who claim to represent these teams' interests.  Within the 'sales advice' community there seems to be this continued fixation with:

1. Giving sales presentations - Generally involving PowerPoint or something similar
2. Having a 'one size fits all' sales presentation, yet one that is flexible
3. Letting specialist outside companies produce your sales presentations

Authors identify the five situations where they feel you ought to want to give a sales presentation:

1. In meetings with buyers
2. In corporate account presentations
3. When helping your 'customer champion' to convince their colleagues
4. At events where 'customers' gather
5. As a response to a request for information!

The advice seems to be grouped into four categories:

1. General Advice
2. Detailed Advice
3. Presentation Design
4. Detailed Design Steps

My own reactions to all the points raised can be summarised as one of:

• Hear, hear! - because I agree
• Why? - because I don't believe they've justified their assertion
• Amazing! - said with huge irony
• Well, yes! - said with almost as much irony
• Expletive deleted! - said in genuine amazement that anyone could still think that way

Let me give you the detail on the first two.

General Advice

• Your presentation must be flexible - Repeated ad nauseam - Amazing.  So why try to have a one size fits all?
• Cover your scope and capability - Why?  Surely it should be about what the customer will get out, not what you can put in!
• Use a specialist presentation design company - Why?  Apart maybe from graphic design and PowerPoint coding, shouldn't your sales and marketing team be well enough skilled and well enough trained to write the copy themselves?

Detailed Advice

• Keep it to 15 slides so you don't bore the audience - #ED!  And 15 won't?
• Think from the buyer's point of view - Amazing!  Is there any other way?
• Don't just blow your own trumpet - #ED!  Words fail me!
• Start your presentation by describing the state of your marketplace - Why?  What interest does the audience have in that, that they aren't aware of already?
• Get an early agreement on something, anything - Hear, hear!
• Use your smartness to create a pleasant surprise - #ED!  And being a smart-arse is the way to build lasting, win-win relationships?
• Convince the audience by showing what you can deliver - Well, yes!  But if, and only if, what you deliver is being described in 'value to the customer' terms - which is quite a different thing from benefits - and is pertinent.
• There is often too much focus on what the salesman wants to say rather than on what the buyer wants to hear - Amazing!  And yet you're still trying to push the idea of a sales presentation!
• The salesman is trying to promote change and all change is risky - Hear, hear!
• Few sales presentations actually address the senior decision makers - Amazing!  You could never guess they would be involved in the decision making, could you!
• You don't need to be the biggest or the best to win - #ED! You don't say.
• Linking content to customer outcomes gives you the ability to quote higher prices - Why?  Linking content to outcomes allows the buyer to see the value, and thus see the return on their investment!
• Your audience is under time pressure and is inwardly focussed - Well, yes!  So cut the crap and get them to admit the value outcomes to themselves!
• Only present when you've established a potential need - Amazing!  Unless there is a full-bore want, why waste time on a presentation?
• Your presentation should turn 'need' into 'desire' - Amazing!  And there was me thinking your 'conversation' should allow the 'prospect' to do this for themselves!
• Research your audience and their business requirements - Hear, hear!  But do use the best source for that information - Your audience!
• Address the concerns of each member of your audience individually - Well, yes!
• Hone your abilities at handling supplementary questions in the Q&A session at the end - Well, yes!
• Spread enthusiasm and take your time - Well, yes!

There is another way, a better way.  If you recognise yourself or your organisation in any of these, please allow me the chance to talk to you and start to explain that there are other ways.

There's lots more advice like this in my regular bulletin.  Get your FREE copy!

Sales Myths And Folklore

Research has shown that some of the preconceptions about sales folk are in fact untrue.  Apparently salespeople are not 'only interested in deals', 'only motivated by money', 'lazy', or 'mercenary'.  What has emerged from the surveys is that salespeople are 'influential', 'hardworking', and 'passionate about their contribution to the business'.

On the other hand some of the generalisations that salespeople themselves like to believe, have been shown to be well founded.  For example, over 70% of salespeople are men, who are likely to be paid more and probably have a more senior position than their female counterparts.  Unsurprisingly there is a variation in the figures from industry to industry and from one region to another.

Over 50% of salespeople never planned a career in sales and barely 20% of salesladies look on sales as a lifetime career, compared to almost half of the salesmen.  However, the ladies felt far more positive about the way their careers had progressed in recent years, compared to the men.

Salespeople are proud to be in sales, and 95% enjoy working in the profession.  Of the 5% who say they don't, a large number are in IT and Telecommunications where earnings are generally highest.  The sector with the highest 'enjoyment factor' is Business to Business with 98%.

Salespeople tend to judge their own work primarily by performance against targets, but this maybe because that is what others measure them by.  With advances in technology being applied to the sales process, face-to-face selling is still reckoned to be the most effective way to secure business.  Perhaps surprisingly, sales divisions were reckoned to have the most influence in over 60% of companies, with accounts/finance at 20% and marketing at 11%.  But then the researchers were surveying sales people!

Unfortunately almost two-thirds of sales people do not feel well-managed, with 'laissez-faire' and 'distant' criticisms coming to the fore, rather than 'aggressive' or 'dictatorial'.  Almost as many claimed they could fulfil their line manager's role more effectively than the incumbent.  Amongst the managers of this group specifically, 'aggressive' and 'dictatorial' did dominate.

For the sales managers, long hours, long weeks, short holidays, working whilst on holiday, and taking insufficient exercise all loomed large.  These managers stated that their biggest motivator was winning the respect of their teams.

At a higher level, the sales directors still work long hours but not long weeks.  Far more than the managers, the directors were applying their own skills to their CVs and other career related activities.  Somewhat bizarrely, the directors and the non-managerial salespeople do seem to take plenty of exercise.  Looking at other aspects of lifestyle, most salespeople eat healthy lunches, with less than 10% resorting to burgers, chips and pies.  One in eight claimed never to eat lunch.

Rather worryingly, one third of salespeople had received no sales training at all in the previous twelve months, and only 10% had received more than 5 days.  Amazingly not even half had taken it upon themselves to read a self-development book, and a quarter said they would not be interested in a free newsletter dedicated to sales improvement*.  Once again it was in the Business to Business sector where the greatest proportion reckoned they actually had received adequate training.

The researchers concluded that:

• Sales is getting tougher
• Salespeople's needs are more complex than just money
• Salespeople are hardworking
• Sales needs more women
• Salespeople enjoy their work and are proud of what they do
• New talent needs to be better nurtured and developed
• Salespeople want to improve their sales skills

*There's lots more advice like this in my regular bulletin.
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