Six Steps Guaranteed to Keep Your Audiences' Attention.

By Karen Susman

Include the following elements in this exact order in your next presentation. Your audience will stay with you until you take your bow. Be prepared for ear-splitting applause.

Let's assume you're speaking to potential customers for your big, beautiful beanbag chairs.

1. I will not waste your time. ("In the next few minutes, I'd like to demonstrate the comfort and construction of these big, beautiful beanbag chairs." Or, "I'd like to begin my brief remarks by asking you to remember the last time you were really comfortable in a chair.") Your audience will silently or audibly sigh with relief. You're promising not to be a big windbag about your beanbag.
   
   
2. I know who you are. ("As people who deserve to relax after work, you need to..." Or, "Several of you mentioned to me that your work involves lots of reading." You must know your audience and you must let them know early on that you do. Each audience feels it is unique, so even if your message is the same, a reference to engineers when you're speaking to dentists will divert their attention.
   
   
3. Here's how my speech is organized. ("The three points I want to cover are..." Or, “There are two prime ways to arrange big, beautiful beanbag chairs. The first is..." Or, "I plan to describe our proposal, demonstrate it and then ask for questions.") Since so many speakers aren't organized, your audience will be impressed and relieved that you are. You will make it so much easier for your audience to follow you if you announce your agenda.
   
   
4. I know my subject. (Without sounding pompous or overbearing: "When we evaluate big, beautiful beanbag chairs..." Or, "During the last decade designing furniture, we..." Or, "When I was interviewed by Chair Monthly on this issue...") If you don't know your subject, you shouldn't be speaking on it. Build credibility early.
   
   
5. Here is my most important point. ("The one thing I want you to remember is...." Or, "The most important point to take from here is..." Or, "Write this one thing down...") this will alert your audience that something important is about to be said. This will jerk your audience back into attention mode.
   
   
6. I am finished. ("I want to leave you with this one thought..." Or, "Before I conclude, let me tell you...") Give a great closing story, or quote, or wish for the audience. Be sure to include a call to action. "Come to our store on 5th and Main today." Or, "Visit our Web site, www.bigbeautifulbeanbagchairs.com." Conclude once. Many speakers give audiences whiplash by concluding five or six times.
   

Organize your remarks with these six steps in mind and you'll have your audience with you every step of the way.

Adapted from The Overnight Guide To Public Speaking by Ed Wohlmuth. Used with permission

Karen Susman is a Speaker, Trainer, Coach, and Author of 102 Top Dog Networking Secrets. Karen works with organizations that want to maximize performance. Programs include Humour at Work; Balance In Life; Networking Skills; Presentation Skills; and Building Community Involvement. Order new guidebooks on humour, networking, time management, and community involvement by calling 1-888-678-8818 or email Karen@KarenSusman.com. www.KarenSusman.com.

Published in Networking Today November 2008

Emerging Workforce Has Different Priorities

By Barbara Bartlein

The new workforce of Gen X’s, Gen Y’s, and Millenniums has different priorities than the Baby Boomers or the Aging population that came before them. But before you complain that they don’t have a good “work ethic” or a “loyalty to the company,” it is helpful to look at some of the characteristics of Boomers and this group.

The significant events that impacted the Boomers were the Kennedy Assassination and the Viet Nam War. The Boomers are a hard working generation that often focuses on career and advancement. Sometimes bordering on workaholism, they work to live, are loyal to their managers and want credit for time spent at the job. The Boomers are technological immigrants as they did not grow up with computers. Many can even remember a time before television. They are sometimes resistant to new technology or techniques like texting, Webinars, and BlackBerries.

The Net Gen generations were influenced by the events of 9/11 and school shootings such as Columbine. They have been told that Social Security may not exist for them and have watched pensions and work security evaporate for their parents. Consequently, they are more loyal to colleagues and co-workers than to a company or manager. Work/life balance is extremely important for this group and they don’t want to sacrifice family time for career. This group LOVES technology and are considered technological natives. They grew up with it and are extremely talented at adopting new technology into their lives. The Net Gen generations presently make up about 51% of the workforce. This will increase to over 70% in the next ten years as Boomers begin retiring. But many people in management are Boomers with years of experience who may struggle with the Net Gen generations and their priorities.

Some things your company can do to manage Net Gen employees more effectively:

• Offer flexibility and work at home options. The old model that a person has to be in a seat at the office just isn’t valid anymore. That model was based on time rather than production. The emerging workforce is focused on results, not appearing busy to impress the boss. Smart companies are growing through a virtual workforce; no office space, equipment expense, or commuting. Staffs are paid on a project or production scale.
  
  
• Build on and off ramps for women and caregivers. The Boomers were often forced to pick between career and family. The Net Gen’s are not willing to do this. Update policies on family leave, re-entry and part-time employment to attract and retain good employees. Many companies are now guaranteeing a comparable position when employees return from leave.
  
• Avoid micromanaging. These employees are use to working and learning independently. They work to contribute and are adverse to a chain of command. Set the parameters and then get out of their way. Net Gen’s are fast, efficient, and not likely to waste time.
  
• Embrace technology. To have any other framework will make you and/or your business look foolish. Republican candidate, John McCain, discovered this recently when he described himself as a “computer illiterate” who had never gone online. He not only looks old, he appears out of it. Unfortunately, many executives and business leaders are also in the OOI league and don’t understand consumer desires because they are not plugged in. The creation, marketing, and demise of the Hummer is a stark example.
  
• Encourage creativity. The traditional workplace often treated people like machines. But if you look at many of today’s most successful companies, they are the result of creativity by a couple of people. Whether GoDaddy.com or FaceBook, there are business opportunities for new products and services. How is your company encouraging new ideas?
  
  
• Build relationships. Since this generation connects with colleagues and friends, evaluate how your business encourages critical connections. Are there any opportunities for socializing at work or after work? Smart companies establish softball teams, bowling teams, company picnics, and support groups for new mothers, etc. to encourage interaction and teamwork.
  
• Ask key employees to recruit their friends for work. Chances are that good employees know other people who would also be effective. Some companies are paying bonuses to their employees for recruiting. Others simply follow up on leads. Whatever your approach is, friends that join the company already have connections. These can jumpstart teamwork and collaboration.
  

Barbara Bartlein is The People Pro and President of Great Lakes Consulting Group. She offers keynotes, seminars and consulting to help you build your business and balance your life. She can be reached at 888-747-9953, by e-mail at: barb@barbbartlein.com or visit her Web site at www.ThePeoplePro.com

Published Networking Today October 2008

Are You a Spoiled Brat Negotiator

By Kim Duke

I was pushing my chocolate-laden shopping cart at the grocery store the other day (yes – Divas grocery shop!) and saw a power negotiator in action.

This person was persistent, passionate, and absolutely on purpose! They were also less than 4 feet high.

Yeah, you guessed it lady – I saw a 6 year old girl with pig-tails seriously work her mother for a different kind of yogurt. I know – yogurt? (if it had been me – it would have been sugar cereal or a chocolate bar all the way!)

You got it – this little blonde, blue-eyed dynamo was determined she wasn’t going to have to eat the stuff out of the “big” plastic, boring container. She wanted the stuff in the colorful tubes instead! I kid you not – this is what I heard her say (this child should be teaching sales):

“But Mom – this kind tastes better and I always eat it at school.”

BINGO!

Mom folded like a taco and a little girl got her box of tube yogurt. And a Sales Diva received some inspiration for a column!

Are You A Spoiled Brat At Negotiating?

This little girl absolutely “wowed” me with her negotiating skills because she inadvertently said what her mother needed to hear. Benefit. Benefit. Benefit.

So, she actually wasn’t a spoiled brat negotiator at all.

But YOU probably are.

One of the biggest reasons most people SUCK at negotiating is because it’s all about ME, ME, ME! Remember – a successful negotiation is not where you have STICKY FINGERS.

Follow these 5 Bossy Sales Diva Rules instead:

1. Stay calm. If you’re stamping your feet in the sandbox about what you want and lose all sense of logic…well then – you have just become vulnerable in the world of negotiating. And you’re about to lose your favorite toy. (In my world – this means MONEY)
   
   
2. Pouting doesn’t work. If your potential customer isn’t seeing the value of what you offer – that’s YOUR ISSUE and not theirs. No one likes a defensive cry-baby.
   
   
3. Share Your Toys. A successful negotiation is where both parties feel like it was a Win-Win. No one should feel they were “taken for a merry-go-round-ride.”
   
   
4. Play With The Right People. Are you really busy chasing people who have no need for your services? You’re going to get a lot of rejection. Be super clear on who your target audience is.
   
   
5. Don’t Reward Bad Behavior. Hey – stop giving discounts to people who always want the cheapest price or who only want to buy something small. Reward your loyal customers, or people who are making a large commitment of time and investment in you.
   

When I was a kid, my sister’s favorite expression to me was “You’re not the BOSS of me!”

She was right.

The only person who is THE BOSS OF YOU – IS YOU.

It’s time you grew up and realized that you have VALUE and you don’t have to be the cheapest kid on the block. You don’t need everyone to like you – you just need more of the kinds who do.

So there.

Kim Duke, The Sales Diva, provides savvy, sassy sales training for women small biz owners and entrepreneurs. Kim works with clients internationally, showing them The Sales Diva secrets to success! Sign up for her saucy and smart FREE e-zine and receive her FREE Bonus Report "The 5 Biggest Sales Mistakes Women Make" at www.salesdivas.com.

Published Networking Today September 2008

Winning a New Client When There Is an Incumbent

By Andrew Sobel

Breaking into a new client requires skill and perseverance under any circumstances, but especially so when the client already has a strong relationship with a firmly entrenched competitor. If the client is satisfied with an existing provider, there has to be a compelling reason for them to shift their business to you. It can and does happen, however. After enjoying the fruits of a relationship for many years, an existing advisor can get complacent, leaving room for an energetic, creative, and determined newcomer to capture the client’s imagination.

Here are 9 principles that can help guide you in trying to win business from a new client, which already has strong, existing relationships with the competition:

1. Look for trigger events. There are a number of circumstances that will make it easier to build a relationship. There could include things such as:
   
   
   • A conflict. Due to a conflict with another client, your competitor may find itself unable to execute a piece of work. This can most commonly occur with investment banks and law firms, but similar situations can arise with other types of advisors.
     
     
   • Executive changes. The individual who has a strong relationship with your competitor may leave or be reassigned elsewhere.
     
     
   • Reorganizations. This may cause the client to rethink how it distributes its business among outside firms.
     
     
   • Economic events or shocks. Sometimes, a profit crunch or loss of market share will trigger a company to rethink its use of advisors (e.g., clients will often change advertising agencies for these reasons).
     
     
   • Turnover or retirements at the competition. If a lead partner or key relationship manager retires, for example, this may be an opportunity to press your case and invest in trying to capture some share of wallet.
     
     
   • A service or quality failure on the part of your competition. One of my clients won over a new client despite that company’s ten-year relationship with another advisor. They were told that the incumbent, in ten years, had never learned anything about the client’s business, and the client was tired of their complacency and of the generic advice they were getting.
     
     
2. Try to identify something small or non-threatening that you can work on. If, in order to hire you, a client has to dump an existing provider with whom they have a good relationship, your chances of success are very small. How would you feel if someone you just met said, “I want to be your friend, but you have to get rid of your best friend in order for us to build a relationship”?
   
   
3. Focus on an area where you are clearly differentiated or have a tangible strengths vis-à-vis your competitor. I’ve seen firms make inroads because they had a strong presence in a particular market or country, or had done some unique research around an issue of importance to the client. Ask yourself, “Where do we have a particular strength we can leverage?”
   
   
4. Invest to earn their trust and respect. The incumbent has the advantages of knowing the client better than you and having built up a repository of trust that you lack. You’re probably going to have to go above and beyond in terms of making an up-front investment in understanding the client’s issues and organization.
   
   
5. Identify executives in the client organization who are not so loyal to the other provider. You’ll certainly be able to capture the attention and interest of these executives more easily, potentially dividing and conquering.
   
   
6. Emphasize innovation and new ideas. Clients are always looking for fresh perspectives, and they will usually not let an existing relationship get in the way of at least listening to someone else’s good ideas. One of my own clients aspired to work for a major global company based in London, one that was the largest client of their direct competitor. Their ticket to entry was a bold strategy which involved leading with a controversial but well-developed and innovative viewpoint on the future of the industry. They also leveraged strategy (5), above, by appealing to a senior executive who was less tied to the other firm. Once inside, they all but entirely displaced the competition.
   
   
7. Be patient and persistent. Usually, it will take many visits and many conversations over a long period of time – months not weeks, certainly – to find the right opening.
   
   
8. Stay in touch so you are there when your number comes up. This applies to any new business development situation, but even more so when there is a major, established competitor. You may get lucky and receive what seems like a call out of the blue because a client’s advisors have an unforeseen conflict, but even such a call is likely to be the result of your systematic relationship-building efforts rather than serendipity.
   
   
9. Pick your shots. When there is a strong incumbent, breaking in can be an uphill struggle, and it’s no fun to bang your head against a door. Be selective about investing your time, and focus on those few opportunities where the potential payoff (future revenue, opportunity to serve a marquis client, etc.), multiplied by the probability of success, suggest a worthwhile goal. Sometimes, until there are some major personnel changes, the client just isn’t going to give you any business under any circumstances. If that’s the case, move on. Relationships do change – they aren't cast in concrete. Remember, this very week, your competitors are calling on your own best clients, trying to capture some of their business – the least you can do is return the favor. Don’t just play defense.

Andrew Sobel is the leading authority on client relationships and the skills and strategies required to earn enduring client and customer loyalty. He is coauthor of Clients for Life: How Great Professionals Development Breakthrough Relationships (Simon & Schuster). He can be reached at (505) 982-0211 or by e-mail at andrew@andrewsobel.com www.andrewsobel.com

Published Networking Today September 2008

Maximizing Your Price in a Soft Economy

By Mark Hunter

Establishing maximum value for your price is never easy. In today’s volatile economy, it’s even more of a challenge. For most companies, costs are increasing, yet the ability to pass them along to the customer is fraught with numerous roadblocks. The customer’s response to a price increase is rarely positive, with the usual line of objections that go along with it. In addition, there are the concerns that a competitor’s price may undercut yours or that the customer may choose to go down a different path instead of buying from you at all. As big as these issues are, they pale in comparison to the number one roadblock to maximizing your price point: the confidence of the salesperson.

The main reason why companies do not capitalize on their potential revenue is because their salespeople do not have the confidence to ask for and receive the highest price point. If a salesperson is secure in what they are selling and in knowing how the customer will benefit from their products/services, then they will be confident in asking for and getting the desired price point. The problem is that many times the salesperson lacks confidence in at least one of these areas, resulting in their inability to make their sales quota.

To rectify this problem, it’s important to examine how the salesperson first developed a lack of confidence in their ability to maximize their price points. Generally, it stems from a sale they perceived to be lost because their price had been too high. On the surface, their assumption probably appeared to be correct. However, in reality, it just seemed that way because the right price-value relationship had not been established. If the salesperson had executed a proper sales strategy that allowed both himself and the customer to see the product’s/service’s true value, this could have been avoided. It needs to be communicated that in a B to B environment, the benefits are to both the buyer and the business they’re buying it for. In a B to C environment, the benefits are to both the buyer and to the person(s) who will actually use the product or service. When the salesperson and the customer understand this, it can help erase the uncertainty that the price may pose.

Let me give you two quick examples. If a person works for a mega-global company and is buying widgets, he’d have no problem spending a little on them if he knew he was buying them from a reputable company that has experience selling to other mega-global companies. In essence, the customer is looking for confidence and is willing to pay for it. In a B to C situation, because the customer doesn’t want to look like a fool for their purchase, they want the salesperson to provide them with enough emotional benefit to allow them to convey to others that they made a great decision. In both situations, an inexperienced salesperson is going to lose the sale if they don’t take the time to use questions that encourage the customer to fully express their needs.

In general, new salespeople often lose the sale shortly after they’ve stated their price. Thus, it’s only natural for them to believe that the price was the determining factor. However, when digging below the surface, the price was not what prevented them from closing the deal. Rather, they lost the sale because they didn’t ask enough questions to fully establish the needs of the customer.

Top-performing salespeople ask questions that allow the customer to elaborate on their needs and then demonstrate their listening skills by asking appropriate open questions and probing deeper with great follow-up questions. They use the information that they learn to better explain how their product or service can be beneficial to the customer. In my 25 plus years of selling, I’ve learned that the customer’s real needs, hurts, and wants don’t often surface until you’re demonstrated genuine interest in what their thoughts and goals are. Ironically, this means that you can throw out their initial comments, as it is rarely the need they are looking to fill. If you expect to base your price-value relationship on what you first hear, you’ll never come close to achieving your maximum price point. Today’s economy is full of opportunities for top performing salespeople to ask really good questions that get customers talking. This allows both the customer and the salesperson to see, feel, and understand what their true needs are. When the salesperson can experience this across multiple customers, they will begin to develop the assurance they need to be able to confidently convey the maximum price point their company expects them to receive.

Mark Hunter, “The Sales Hunter,” is a sales expert who speaks to thousands each year on how to increase their sales profitability. For more information, to receive a free weekly email sales tip or to read his Sales Motivation Blog, visit www.TheSalesHunter.com.

Published Networking Today July 2008

Would You Like Fries With That?

By John Boe

While you may not have recognized it, the last time you ordered from a fast food restaurant or went to the post office, there is a good chance you experienced some form of cross-selling or up selling. Cross-selling and up selling are well-established and highly effective marketing practices utilized by a wide variety of industries.

What is cross-selling? It is a proactive, ongoing sales process designed to provide your customers with a full spectrum of your company's products and services. The good news is, cross-selling is one of the most profitable and least risky endeavors a sales rep can undertake.

My first exposure to cross selling was as a teenager in high school working part-time at McDonalds during summer vacation. Looking back on my brief tenure selling hamburgers, I can still hear my manager's daily refrain; be polite, keep the counter clean and always, always ask if they would like fries with their meal.

A couple of years later while attending college, I took a part-time job selling shoes at the mall. I was paid an hourly wage to sell the shoes but I received a commission whenever I cross sold any accessory items such as shoe polish, socks, or purses. This was my first taste of commission and as a starving college student I took to cross-selling and up selling like a duck to water. Some shortsighted salespeople might suggest that customers are irritated by cross selling and perceive it as an aggressive sales technique. Interestingly enough, consumer research indicates that the reverse is true. The majority of consumers surveyed actually preferred a full range of products and services and appreciate the convenience that is provided through a comprehensive cross-selling approach. Top producing salespeople understand the power of cross-selling and recognize it as a critical component for promoting both customer retention and revenue growth.

Not surprisingly, two of the key elements that make cross-selling and up selling work are trust and convenience. Your customers already possess a degree of trust in your company and this can be converted into additional sales that are not directly related to their existing
products.

The best place to introduce your customer to the concept of cross-selling is during your initial needs analysis meeting. Unfortunately, many salespeople fail to take the time to conduct a thorough needs analysis and as a result, do not uncover potential products and services that would be of benefit to their customer. Ask questions and take good notes. Effective cross-selling is all about guided self-discovery. Through a series of thought provoking, open-ended questions, successful salespeople assist their customers to uncover potential needs. During the needs analysis interview, I highly recommend the use of a checklist that incorporates all of your company's products and services. Relying on your memory alone is a poor business decision; so take the time to jot down key information.

Developing a systematic approach to cross-selling and up selling brings in additional revenue with relatively low expense and effort. As you prepare for your next client appointment, I challenge you to look for cross-selling and up selling opportunities that you can incorporate into your presentation. Sales reps who fail to implement an effective cross-selling program actually do a disservice to their customers and leave the back door open to their competitors.

John Boe presents a wide variety of motivational and sales-oriented keynotes and seminar programs for sales meetings and conventions. John is a nationally recognized sales trainer and business motivational speaker with an impeccable track record in the meeting industry. To have John speak at your next event, visit www.johnboe.com or call 877 725-3750. Free Newsletter available on website

.Published Networking Today June 2008

Show and Tell

By John Boe

One of the most critical yet overlooked principles in the selling process is the power of self-discovery through customer involvement. Regrettably, many salespeople use a show and tell presentation style and babble on hoping they might say something that will generate a sale.

When you show or tell your prospects about your product or service, they have a tendency to doubt the information and mentally disengage from your presentation. On the other hand, when they participate in the selling process and are guided to discover a feature or benefit on their own, they will be inclined to believe it!

Car salesmen truly understand the value of self-discovery and prospect participation. They'll be the first to tell you that it's the actual smell of the leather and the hands-on-the-wheel experience of the test-drive that sells the car, not the colorful brochure full of options and features.

Obviously, not every product or service lends itself to a hands-on demonstration; however, there are always ways to increase prospect involvement. Any time there is a choice between whether you or your prospect should do something – let them do it. For example, if you've got numbers to crunch, hand them the calculator and let them work the numbers. When it's time to demonstrate the benefits and features of your product don't just show them, find creative ways to keep them actively engaged during the entire selling process.

Recently, I heard an interesting story about a successful glass salesman named Bill Johnson. Bill was the top producer in his company and consistently outsold the other salespeople by a significant margin. After Bill set a new quarterly sales record, the company president called to congratulate him on his achievement. When asked what he felt was the secret of his success, Bill replied that he had recently added a minor change to his sales presentation that was making a major difference in his results. Bill stated that during his presentation he was now using a hammer to strike the safety glass several times to demonstrate its strength and durability. Excitedly, the president asked Bill if he would be willing to teach his hammer technique to the entire sales force at the next company-training meeting.

Several months after Bill's presentation, the company shattered its previous records for safety glass sales! The president was extremely pleased with the company-wide results, but was surprised that Bill's production was still significantly higher than the rest of the sales force. When he asked Bill if he had discovered any new techniques, Bill replied that he had recently made a subtle change in his presentation. "I still use the hammer technique," Bill said, "except now when I get to the part in my presentation where I demonstrate the strength of the safety glass, I hand the hammer to my customer and let them beat on the glass!"

By handing the hammer to his customer, Bill discovered the secret of successful selling. He took his sales career to the next level by finding a way to keep his customer actively engaged during his presentation. Are you keeping your prospects actively involved? If not, I encourage you to take a lesson from Bill and find a way to put the hammer in your prospect's hand.


John Boe presents a wide variety of motivational and sales-oriented keynotes and seminar programs for sales meetings and conventions. John is a nationally recognized sales trainer and business motivational speaker with an impeccable track record in the meeting industry. To have John speak at your next event, visit www.johnboe.com or call 877 725-3750.

Published Networking Today May 2008

Are Conferences Worth It?

By Andrew Sobel

Is it useful to attend or speak at conferences? Can you really meet anyone of significance at them? Should going to conferences be part of your brand-building or relationship-building plan?

I’m occasionally asked about the value of conferences, and my own clients have had mixed results from them – some good, some bad. "They don't work for me," a partner at a leading professional services firm commented to me recently, adding, "I went to one last year and found myself presenting to a group of my competitors from other firms. It was a waste of time."

We can all probably remember a bad conference experience. Mine occurred nearly twenty years ago when I agreed to go to a financial services conference to present my firm's latest research on retail banking. I spoke after a very boozy dinner, by which point most of the participants were heavily inebriated. Halfway through my speech a loud crash and a shout reverberated throughout the conference hall – I thought a fight had broken out. In fact, one of the bankers in the audience had fallen asleep in his wooden chair, which was already tipped backwards on its rear legs, and it had flipped backwards, smashing into pieces!

That said, sometimes you can indeed make valuable connections at a conference and also build your public brand.

Whether or not a conference is useful for you will depend on:

1. The benefits you seek in the first place
2. The focus of the conference and the quality of the participants
   
3. How well you prepare for and take advantage of the actual event
   

Potential benefits can include:

• Meeting valuable contacts and extending your network.
• Learning, either from presenters or by developing your own ideas for a presentation.
• Building your personal brand by speaking or being part of a panel.
• Improving your confidence by getting out and mixing with other professionals.
• Being "seen" by high level prospects or thought leaders, which can contribute to a sense that you are "one of them."

Keep in mind that if you are a speaker, your bio and picture will undoubtedly be on the conference Web site, which will usually remain on the Web for years to come. This will raise your profile if a potential client looks your name up in a search engine. So even if the event is a dud, you will get some (albeit small) value out of an improved Google ranking.

Whether any major benefits accrue, however, will depend on who is there and how well you capitalize on the event.

Attractiveness of the Event
You have to ask yourself:

• Will there be buyers there? This is the key question: Will actual buyers of your services (or buying influences, or soon-to-be buyers) attend the event, will they hear you speak, and/or will you actually have the chance to meet them?
  
  
• Will there be others at the conference you would like to meet, for whatever reasons? (E.g., potential collaborators, key influencers, celebrities, thought leaders, etc.)
  
  
• Will it be valuable just to say you were there? (I cannot think of many conferences that would fit this criterion, except for perhaps the World Economic Forum at Davos or a Star Trek nostalgia event in Las Vegas.)
  
  
• Is it a sufficiently large event to make it worthwhile? While the most important factor is the quality of the attendees, it may be demoralizing to prepare for and speak at a conference where only twenty people show up, unless all twenty are CEOs.
  

Whom do you want to meet?
There are really three possible targets at a conference: The organizers, the other speakers, and the participants. In truth, the first two may be the most interesting, unless it's a high-level conference, which attracts c-level executives. The conference organizers may very well be able to make valuable introductions for you, and if you are a speaker, you earn a kind of peer relationship with the other speakers for the duration of the conference.

Preparation
Here are a few things to think about before attending any conference: · Always review the list of other speakers. Is there someone you'd like to get to know, or with whom you may have a common professional or personal interest?

• Ask the organizers for a participant list (tell them it's to focus your speech, which they will appreciate), and review it carefully.
  
  
• Show the list to your colleagues or other confidants and ask if they know anyone, or if they would like to connect with or deepen relationships with any individuals or firms who will be present.
  

Differentiating yourself
If you're a speaker or panelist, and you want to attract inquiries from potential clients or other important influencers, you've got to have a truly interesting, differentiated, and compelling message. I have seen many presenters get up and show one boring PowerPoint slide after another at conferences, slowly lulling the audience to sleep. I watch audience members as they use their Blackberries, shuffle out for coffee, and nod off. You need to follow the rules for any good speech, which are spelled out in a number of excellent books on this topic. My own suggestions:

• Develop a unique and possibly controversial point of view, which will differentiate you and grab people's attention. Don't just spew facts – create tension with an engaging perspective.
  
  
• Develop an opening hook to rivet the audience's attention in the first few minutes. This could be a surprising statistic, a provocative question, or a funny anecdote, which makes a useful point or highlights a controversy.
  
  
• Try to use few or no slides. Tell stories rather than read from bullet points.
  
  
• Do something memorable in your talk. Show a video clip, play music, interact with the audience, leave the podium and walk around the room, and so on.
  
  
• Never sell yourself or your firm in your speech or appear to be touting your credentials – it is a complete turn-off for the audience. You want to create potential buyers by earning the respect of the audience for your intellect and experience and by evoking their curiosity to meet you and hear more wisdom. (A friend of mine reported watching the CEO of a major technology company virtually booed off the stage at a major conference because he was overtly selling during his presentation!)
  
  
• Make sure your contact details are easily visible and available to participants; e.g., put your name, email, and phone number on every page of your presentation and in your bio sketch.
  

In mingling with other participants, follow common-sense rules for engaging with others:

• Don't be shy about going up to people and introducing yourself.
  
  
• Have a few, basic questions prepared to get the other person talking.
  Introduce yourself, and state succinctly who you are and what you do.
  
  
• If appropriate, ask for the other person's card and give them yours. Try to briefly connect, and then move on.
  

Think long and hard about why you're going and whether or not the conference makes sense given your goals. But keep in mind that most professionals are in the relationship marketing business, not the add-more-contacts-to-my-database business, and they often fail to invest in building relationships with valuable individuals they already know or can be easily introduced to by colleagues, clients, or friends.

It takes time to attend conferences, and doing so should supplement, not substitute for, your relationship building efforts with that core group of twenty or thirty people who represent your "critical few" relationships that will truly help you and your firm prosper.


Andrew Sobel is the leading authority on client relationships and the skills and strategies required to earn enduring client and customer loyalty. He is coauthor of Clients for Life: How Great Professionals Development Breakthrough Relationships (Simon & Schuster). He can be reached at (505) 982-0211 or by e-mail at andrew@andrewsobel.com www.andrewsobel.com


Published in Networking Today, May 2008

How to Train Cats & Salespeople

By John Boe

Which do you think would be harder to train, a cat or a salesperson? Seriously, which one would you pick? While it's true that cats have a well-deserved reputation for being independent, demanding and virtually impossible to train, the same can be said for many salespeople. Surprisingly, the same training and reward techniques required to get Fluffy to jump through a hoop can also be utilized to motivate your sales team to achieve peak-performance!

One evening while channel surfing, I came across a fascinating animal act that grabbed my attention. The act featured a cat trainer with a half dozen cats of varying size, shape, and color. Unlike a circus lion tamer who attempts to intimidate with a chair and whip, this man simply used a combination of treats and verbal praise to motivate his cats to perform difficult tricks. Using only soothing voice tones and a pocket full of cat treats, he would calmly command each cat to do its own specific trick. Amazingly, he got one cat to walk on his front paws, one balanced on a ball, while yet another pushed a toy baby stroller across the stage.

After the performance, the cat trainer was interviewed and asked how he was able to get his cats to willingly obey his commands. His response surprised me with its simple wisdom. He said that he didn't train the cats at all; he simply figured out what each cat liked to do best and then encouraged that behavior!

"People need to realize that a cat's indifference doesn't mean they can't learn cool tricks," says celebrity animal trainer Joel Silverman. "It simply means you haven't convinced them yet that doing so is in their best interest. A dog naturally wants to please you and will work for you, but a cat needs a paycheck to be motivated."

Five Tips to Help You Train Cats & Salespeople

1. Temperament testing is a must! Before you invest your time and energy into training make sure you check for temperament suitability. Temperament testing allows you to identify those who by nature lack the discipline, desire or self-motivation to consistently achieve peak performance. Sales managers who lack the benefit of temperament understanding are inclined to place too much emphasis on their gut-level feeling during the hiring process. If you hire someone that is not suited for the position, you will experience low morale, high turnover, and find yourself constantly in the training mode. On the other hand, when you recruit the right person you will find that they are self- motivated and eager to train.
   
   
2. Look for "hot buttons." Traditionally, sales managers have relied primarily on commission to motivate their sales force. Unfortunately, a compensation structure based solely on commission does not address individual motivational factors and therefore, money alone will not motivate your sales force. A successful incentive program is a mixture of awards, recognition, and peer pressure. There is tremendous power behind a timely word of praise or a handwritten note acknowledging achievement. While money is certainly an important ingredient in any incentive program, it should by no means be the only tool in a manager's motivational toolbox. If money by itself were a sufficient motivation, commission-based salespeople would simply sell more without additional enticement.
   
   
3. Make the training fun and positive. All cats and most salespeople have pretty short attention spans and low boredom thresholds. Keep lessons short, interesting, and always try to end on a positive note.
   
   
4. You must be patient when training cats or salespeople. It's important to respect individual abilities and preferences. Make allowances for personality, and don't get frustrated if the training schedule doesn't go exactly as expected. Remember that people have off days and on days just like cats. ''When I'm really pushing and the going gets tough," says Silverman, "sometimes the cat just sits down and says, 'I give up.' Even the brightest cats, if they feel you're pushing them too hard, will, in effect, say, 'Screw you, buddy, I'm going to go over there, sit down, and stare into space.'''
   
   
5. Make sure to take time for rest and relaxation. All work and no play will make the cat, the salesperson, and the trainer grumpy. Whether it is playing with a ball of yarn or enjoying a round of golf, taking time out to play is critically important. By successfully balancing play and work, you will return recharged, refreshed, and ready to accomplish more. By incorporating these five powerful tips into your training program, you will develop an award-winning sales team and achieve unbelievable results!

John Boe presents a wide variety of motivational and sales-oriented keynotes and seminar programs for sales meetings and conventions. John is a nationally recognized sales trainer and business motivational speaker with an impeccable track record in the meeting industry. To have John speak at your next event, visit www.johnboe.com or call 877 725-3750.

Published Networking Today April 2008

Sales Training: Stop Traditional Based Selling & Focus on Consultative Selling Now

By Will Brooks

Today, the sales role has more in common with a fighter pilot’s job than anything else. It is defined by periods of patient waiting punctuated by moments of unimaginable excitement. The secret is to keep a constant flow of fresh leads without losing track of any of your current prospects and customers.

Your Prospects Want a Quick Follow-up

A technology research firm known as KnowledgeStorm recently produced a report in which they revealed that a prospect’s receptivity to salespeople declines drastically as time passes. Their data shows that 88% of prospects were happy to hear from salespeople when their Internet inquiry was responded to the same day. That means that salespeople who want positive reactions from prospects should respond to all inquiries the same day they receive them.

Despite a quick response, you should still expect a decision slow down.

While doing research for Cahners, Susan Mulcahy discovered that the typical B2B sale exceeding $35,000 now requires 5.12 sales calls to finalize, up 20% since 1989. Additional research in 2005 showed that there are 3.5 more people involved in a B2B buying decision than there were in 2001. Knowing that the average sales cycle for a high-dollar B2B sale lasts between 6 and 36 months, salespeople must be sure to be very responsive while at the same time very, very patient.

In other words, you must reply to prospects as quickly as possible, but they will not necessarily respond in kind. These forces have continued to push the need for a transition from a traditional selling mentality to a consultative one.

How to Shift from Traditional to Consultative Selling

21st Century Selling requires a unique mixture of skills. On one hand, a salesperson must exhibit a relative sense of urgency while, on the other hand, display a certain degree of patience. Immediate follow-up and a need to addressing your prospect’s specific needs should be combined with a willingness to move at a speed your prospect is comfortable with.

The most blatant example of a traditional selling mentality belongs to the much clichéd “used-car (now called pre-owned) salesman.” However, less extreme examples of the negative traits of traditional selling are exhibited in other ways, as well.

Sales people, who engage in excessive small talk, demean their competition or simply “pitch” their offering with scores of features-per-minute all exhibit traditional traits that will drive today’s highly-demanding prospects away.


The traditional sales role should be eliminated. Today’s sales professionals must become trusted advisors filling a consultant’s role regardless of their product or service. They can no longer “pitch” their product. Instead, they must:

• Ask questions.
• Listen to answers.
• Provide sound recommendations and advice.

Sometimes, that may mean facing the difficult reality that their solution isn’t the right one for every person who is in front of them. They may also have to determine whether the prospect is the right one, long-term, for their organization.

Consultative Selling Requires Sales Professionals to Focus Every Ounce of Attention on the Needs and Wants Their Customers

Today, in order to advise a prospect appropriately about the implementation or use of your products or services, you must provide objective information about how to make a buying decision for the product or service. And it must appropriately meet the prospect’s needs and wants.

Only after identifying the prospect’s needs and wants can a consultative salesperson discuss the product or service and its application to the client.

How to Implement Change

Training a traditionally-minded sales team how to be consultative is no easy task. Part of the problem rests squarely on the shoulders of the sales management team. According to a survey released in Sales and Marketing Management Magazine and conducted by Equation Research, 65% of sales managers say they focus on building volume rather than finding more profitable customers. 63% say they neglected personal skills development. Both of those statistics reveal startling tendencies toward traditional sales techniques rather than consultative sales strategies.

In order to see maximum return on your bottom line, adequate sales training, evaluation, and compensation must also accompany structural changes to your sales force. In other words, a unilateral decision to transition from traditional to consultative selling will fail.

Remember, training is only one component of a successful transition. The most positive effect will come when training is coupled with follow-up and reinforcement components that extend beyond the classroom and into the field. Too often, sales-driven organizations believe that an annual sales conference and (supposedly) weekly sales meetings will be sufficient to upgrade the knowledge and skills of salespeople. While those are important pieces they do not, by themselves, complete the puzzle.

Will Brooks helps clients make the most intelligent investments in sales and sales management hiring, training and coaching. Now, you can gain more insight into contemporary selling strategies that helped 99% of The Brooks Group’s training participants see increased sales volume. Download Will’s free special report, 21 Biggest Myths In Sales at http://www.BrooksGroup.com/SalesMyths & discover how professional selling has changed and what you need to do!

Published March 2008 Networking Today

10 Ways to Inspire Your Team

By Michelle LaBrosse

Inspire. Just the word itself causes us to pause and think. We may remember our own personal heroes like Martin Luther King or Mother Theresa or a teacher or mentor who brought out the best in us and showed us the power of one person.

It’s easy in business to get cynical when we’re surrounded by what I like to call “faux inspiration.” I’m talking about the corporate posters with motivational sayings that are easy to spoof when the actions of management don’t reflect the glossy images and quotations.

In my experience, inspiration comes from example. As Albert Einstein said: “Example is not the main thing in influencing others. It is the only thing.” So, that means we all have the power to inspire others by our actions. As project managers, you’re in a prime position to inspire your team. Here are 10 ways to get you started.

1. Have a clear goal with a reasonable approach to achieve it. Shooting for stars may work for you when you’re developing your personal goals, but when you’re inspiring a team, people need to be able to clearly see how they are going to get from point A to point B and believe that it’s possible.
   
   
2. Be enthusiastic about each person’s contributions. Remember how good it felt when a teacher recognized your contribution? You glowed all day and nearly flew home. It costs nothing to tell people how they’re doing. Recognizing what they’re doing well, and also giving ideas on how they can work even better, goes a long way.
   
   
3. Wear your blue hat and leave the black hat at home. You may have played the game where you wear different hats to assume different roles. The black hat starts with the negatives and tells you everything that’s going wrong. This is the person who can kill idea generation in any meeting. When you’re inspiring a team, wear the blue hat. See the possibility and opportunity in every challenge. Begin with what is working and then build on it.
   
   
4. Focus on the strengths of each person. One of the biggest myths in business is to focus on weaknesses instead of building strengths. It’s a backward way to approach problem solving – like fitting the proverbial square peg into the round hole. It’s faster and more effective to focus on the strengths of your team members and develop them. Not only will you see results faster, you’ll also have a happier team because people are doing what they’re good at and contributing at their highest level.
   
   
5. Clear hurdles like a Super Hero. How do you get your team to feel like rock stars? Think like Superman and clear any hurdles that are in their way. When you remove obstacles, you show your team that you’ve got their back.
   
   
6. Get the slackers off the team. Nothing brings down a team like slackers. When people aren’t pulling their weight, it lowers the standards of everyone and makes it seem like quality doesn’t matter. When you remove people who aren’t performing, it improves morale because it shows your team that you’re serious about the best results.
   
   
7. Roll up your sleeves. When you work with the team in the areas where you can contribute, you send a strong message because you are showing that you are part of the team with your actions.
   
   
8. Acknowledge people’s contributions every week. Many managers make the mistake of recognizing people once a year. Recognition isn’t a holiday. It should be a regular part of your team dynamic. Take the time every week to tell people how they’ve contributed to the team.
   
   
9. Be the model of accountability you want to drive through your team. If you’re telling people to be accountable while not meeting your own deadlines, it doesn’t take too long for the eyes to roll. Keep your team inspired by keeping your commitments to them and meeting every milestone.
   
   
10. Show and communicate your progress. Don’t make the mistake of doing project updates only at milestones. Communicate the progress of the project every week to make sure you’re on track.
    

And inside every one of these steps, add one key ingredient: Fun! Whether it’s a quick team-building exercise during a milestone meeting or an inside joke that has come to define your team, give people every reason to laugh out loud and let the sound of laughter inspire your team to be the best they can be.


Michelle LaBrosse is the founder and Chief Cheetah of Cheetah Learning. An international expert on accelerated learning and Project Management, she has grown Cheetah Learning into the market leader for Project Management training and professional development. In 2006, The Project Management Institute, www.pmi.org, selected Michelle as one of the 25 Most Influential Women in Project Management in the world, and only one of two women selected from the training and education industry. Michelle is a graduate of the Harvard Business School’s Owner & President Management program for entrepreneurs, and is the author of “Cheetah Project Management” and “Cheetah Negotiations.”

How to Be a Sales Sore Thumb

By Kim Duke

Everyone has heard the old expression "If you do that – you'll stand out like a sore thumb!" The Sales Diva is here to tell you that your goal in sales is to BE THE SALES SORE THUMB! Especially when you are leaving voice mail and e-mail messages for your customers or prospects.

Imagine a phone. Imagine a computer. Imagine them full of so many e-mail and voice-mail messages they could explode. This is what your customer is living every day. In this Age of Technology and Convenience listening to voice mail and scanning through e-mail is two degrees away from being in Hell. In my former corporate life I received between 25-50 e-mail messages a day. Add this to the phone messages and you had one grumpy girl! Very few of the messages stood out – but they definitely received my attention if they did!

Tease with a tantalizing sales message…
There are three kinds of people who leave messages. I love one kind and can't stand the others. The first kind of person leaves you a long-winded story of their entire life and never gets to the point. The second are extremely vague (think multi-level marketing people) and they don't get to the point either. The third kind I adore. They are succinct, detailed and they make me curious.

In e-mail – make sure the subject line gets attention. Your customers should be interested in opening it up! Don't just send "Reply" back to a customer if it as an ongoing e-mail message. Write "Bob –I have an idea for you..." or "Thank you and a suggestion..." or "A question re: Your Shoe Sale..." Be creative and get to the point in the body of your e-mail.
End telephone tag forever by standing out…

Leave a message that is either detailed with what you need or one that makes them curious; i.e., "Jill, I have a question only you can answer. I will be in the office until 10:15. "Don't tell people you are around all morning, don't just say "Jack –it's Jane –call me." If you do so you are entering the merry-go-round of telephone tag and it's a dizzy ride! It will also waste precious time and energy.

Remember: BEING a sales sore thumb is great – having a sore thumb from dialing and typing is a BORE.

Kim Duke, The Sales Diva, provides savvy, sassy sales training for women small biz owners and entrepreneurs. Kim works with clients internationally, showing them The Sales Diva secrets to success! Sign up for her saucy and smart FREE e-zine and receive her FREE Bonus Report "The 5 Biggest Sales Mistakes Women Make" at http://www.salesdivas.com/.

Four Generations in the Marketplace: What This Means For You

By Susan A. Friedmann

Every company on the tradeshow floor has a few things in common. They all want to capture attendee interest, and lure them into the booth with the new, the exciting, the irresistible. They’re all facing similar challenges: short attention spans, myriad shows, and increased competition from every corner of the globe.
However, there’s one extra special way that savvy exhibitors can differentiate themselves from their competitors. The company that has the best understanding of their target audience – their wants, needs, problems, and challenges – has the ultimate advantage in the exhibiting forum. It is these companies that take the time to learn about their customers – and more importantly, their customer’s customers – that succeed on the show floor and beyond.

Since the marketplace changes so rapidly, this is crucial. For the first time in recent memory, there are four active generations engaged in the commercial sphere. This is a radical change, which means a lot to your customers – and of course, to you.

In previous years, buying power was concentrated within a narrow range of years: the vast majority of commercial behavior took place within a forty year span, beginning as one graduated high school and grinding to a halt upon entering retirement. In this environment, a mass market, one-size-fits-all visibility strategy worked fairly effectively.

Those days are gone. Today’s consumer can be a member of one of at least four generations, beginning with the pre-pubescent teens and extending right up to the infamous baby boomers. Companies are targeting themselves to six year olds and seventy six year olds: obviously each requires a different approach from them, and ultimately, from you.

It’s important to remember that not only are end customers member of these generations, but that attendees are divided among these four generations. If your marketing prowess has you experienced in marketing to one given group, it’s critical to take a step back and reassess your strategies. Techniques and strategies that will appeal to one group will quickly turn another group off. It’s essential that you know both who you’re trying to reach and what the best way is to connect with them.

Here’s a snapshot of each of the four groups and what you need to know to position yourself appropriately:

1. Millenials:

The youngest attendees on the show floor, Millenials were born after 1977. Incredibly media savvy and skeptical, Millenials take almost nothing on faith. You have to prove yourself to them – and you need to do it quickly. More than any other generation, Millenials expect an environment of instant, verifiable information.
This group responds well to short, focused presentations, heavy on the benefits, short on the sales fluff. Educational presentations, seminars, and speakers who offer real value will draw Millenials.

At the same time, brand loyalty is almost unheard of among this group. If you want to create a lasting relationship, it will be one where you constantly have to bring your game to the table. Proving and reproving yourself as the best choice for any given transaction is the name of the game.

2. Generation X:

Gen Xers were born between 1965 and 1976. After a lifetime of being disappointed by media stars, public figures, and personal heroes, Gen Xers have learned to rely on no one but themselves. They expect to work hard for what they have – and they expect you to work hard for them.

Expect to spend more time developing a relationship with Gen Xers. You’re encountering a mindset that initially distrusts most things, but is willing to work with you to reach mutually agreeable points.
Personal connection is important to Gen Xers. They like to be recognized as individuals, and place great emphasis on forming connections with colleagues and peers. This is where your individual staffers really have to shine: if they don’t “click’ with the Gen X attendee, you’re going to lose the sale.

3. Baby Boomers:

What hasn’t already been written about the Baby Boomers? This self-obsessed generation has examined itself ad infinitum, and in the end declared itself pretty darn good. Idealistic and self-motivated, Boomers have a strong passion for career and individual advancement.
Appeal to Boomers with benefits-focused presentations that frame the material in terms of how it will improve individual lives. Boomers like to view things in context – where do your products and services fit into the larger picture? Present the Boomer with the answer to that question, and you’ll carry the day.

4. Traditionals:

Traditionals are slowly disappearing from the tradeshow floor. Many have entered retirement, or are seriously contemplating doing so. Born before the end of WWII, Traditionals value the success of the team over the individual. Self-sacrificing and hard working, Traditionals respond well to authoritarian figures who explain “The Best Way” or “The Ideal Solution” to any challenge.

One more generation has a definite presence on the show floor, even though you’re unlikely to see them wondering the aisles, just yet. They’re too busy enjoying recess and studying for fourth grade exams.

This is the burgeoning “Tween” market. Defined loosely as the years between 8 and 12, Tweens command incredible spending power in the nation. If you’re marketing your products/services to attendees who serve this market, it would be very smart to make yourself familiar with this dynamic, ever-changing segment. Keep in mind that while Tweens have a great deal of disposable income, at the end of the day it’s their parent’s money paying for the purchases. Close contact to your customers and by extension, their customers, will help you walk that fine line that can ultimately lead to profitability.

The wide range of ages and viewpoints in the marketplace today is unlike anything previously experienced. Savvy exhibitors make themselves familiar with the generations most interested in their products and services and do everything possible to present themselves appropriately.

Are you ready? Let’s hope so: none of the four generations outlined above, much less the Tween market, are known for their patience!

Susan A. Friedmann, CSP, The Tradeshow Coach, Lake Placid, NY, internationally recognized expert working with companies to increase their profitability at tradeshows. Author: “Meeting & Event Planning for Dummies,” and “Riches in Niches: How to Make it BIG in a small Market” (May 2007). www.thetradeshowcoach.com & www.richesinniches.com

Is Your Value Proposition Strong Enough?

By Jill Konrath

A few weeks ago, I sent out a newsletter announcing my new Web site "Selling to Big Companies." The next day I received an e-mail from a subscriber that said, "You did a good piece of selling in the e-mail. I read all the way to the bottom, and I had NO intention of doing so when I glanced at it. You must know your stuff!"

While I enjoyed the compliment, what really surprised me was that it was from a professor in the Pharmacy Sciences Department of Midwestern University. Why was a Ph.D. reading a newsletter on selling? It wasn't logical.

So being the curious (or nosy) person that I am, I e-mailed and asked him. Turns out that he and a colleague were starting a consulting practice. When they told me about it, I was floored because they have one of the best "value propositions" I've heard in a long time! But before I tell you what it is, let me define what that term means.

A value proposition is a clear statement of the tangible results a customer gets from using your products or services. The more specific your value proposition is, the better. Most people and companies have lousy value propositions. They're weak – and I mean really weak. Often they're simply a description of features or capabilities. Or they're filled with self-aggrandizing puffery.

Here are a few examples of weak value propositions:

· It's the most technologically advanced and robust system on the market.

· We improve communication and morale.

· We offer training classes in a wide variety of areas. My product was rated the best in class by leading authorities.

You're probably saying, "So what?" That's exactly what most customers think when you share a weak value proposition. They've heard lines like that a zillion times before and don't believe you one little bit. Besides, you haven't shared what's in it for them-and that's all customers care about.

With today's tight economy and overburdened decision makers, you need to have a strong value proposition to break through the clutter and get their attention. That means you need a financially oriented value proposition that speaks to critical issues they're facing. And, by including specific numbers or percentages, you get the decision maker's attention even faster.

Now back to the two professors. In researching various pharmacy benefit managers (the companies behind your prescription drug card), they found that some firms offer much better deals than others.

One of their clients switched to a plan they recommended and saved $800,000 in the first six months, without reducing services to their employees.

Now that's a REALLY STRONG value proposition. I can't imagine any Chief Financial Officer turning down an appointment with the two professors after hearing those figures.

Let me give you another example: A while back I was having lunch with the president of a half-billion dollar division of a major corporation. She told me that if someone called her and said he could reduce her waste by just one percent, she'd meet with him immediately.

Now a one percent savings seemed miniscule to me, so I asked her why. She told me that she knew exactly how much her company spent on waste – and it was a big chunk of change. Every penny she saved would go right to her bottom line as additional profit. Strong value propositions deliver tangible results like...

· Increased revenues

· Faster time to market

· Decreased costs

· Improved operational efficiency

· Increased market share

· Decreased employee turnover

· Improved customer retention levels

Documented success stories make prospective buyers believe in you. That's why the two professors have such a compelling value proposition.

So how does your value proposition look? Can you describe what you do in terms of tangible business results? Do you have documented success stories? Or do you need to do some work to enhance your value proposition?

If it's not strong enough yet, don't despair. Most people, and companies, too, have a much stronger value proposition than the one they use. They just get caught up describing "what" they make or "how" they do things.

Here are several things you can do right now to enhance your value proposition:

1. Brainstorm with your colleagues:

2. Review your marketing material and what you say to customers to get their attention. If you're not talking tangible results, keep asking each other "So what?"

So what if it's an efficient system? So what if we have a replicable process? So what if it's high quality? By asking this question over and over again, you'll get much closer to the real value you bring to customers. If you're a sole proprietor, do this exercise with a group of small business owners.

3. Talk to your customers: To find out what value you bring, your existing customers are your best resource. Tell your customers you need help understanding the real value of your offering, and you'd like their feedback.

Most people are afraid to ask their customers for feedback. It took me awhile to take this step, but what I learned was a real eye-opener. Not only did it change my value proposition, but it also changed my offerings and self-perception.

Don't let another day go by with a weak value proposition. A strong one literally opens the doors of major corporations, while a weak one keeps you on the outside.

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Jill Konrath, President of Selling to Big Companies and Leapfrog-Strategies Inc., helps sellers create value, differentiation, and demand in competitive markets. For info on speaking, training or consulting services, please call: 651-429-1922 or email: mailto:jill@sellingtobigcompanies.com

Published in Networking Today, June 2007

How to Build Trust and Rapport Quickly

By John Boe

If you're working hard, but aren't consistently generating enough sales or referrals, chances are it's a matter of trust. One of the most critically important and yet frequently overlooked aspects of selling is creating a solid foundation of trust and rapport.

Successful salespeople have a knack for making people feel important. They understand the value of building trust and rapport early on in the selling process. For you see, it really doesn't matter how knowledgeable you are about your product line or how many closing techniques you have mastered. Unless you earn your prospect's trust and confidence you're not going to make the sale period.

Gain the Competitive Edge

Whether you like it or not, people form impressions about you based on such factors as appearance and attitude. When it comes to building trust and rapport, there is nothing more important than making a favorable first impression. In most cases, your prospect's first impression of you will be made over the phone or from a voice message you leave.

Here are some suggestions to help you create a favorable first impression:

1. Show up on time and be well prepared.

2. Maintain a well-groomed appearance and dress appropriately for your market.

3. Be upbeat and personable without becoming overly familiar.

Adjust to Your Prospect's Temperament Style

Research indicates people are born into one of four primary temperament styles: Aggressive, Expressive, Passive, or Analytical. Each of these four behavioral styles can be easily identified by observing their body language patterns. Once you learn how to identify each of the styles, you'll be able to close more sales in less time by adjusting to your prospect's preferred buying style.

Understand Body Language

Body language is a mixture of movement, posture, and tone of voice. Research indicates that in a face-to-face conversation, more than 70 percent of our communication is nonverbal.

If your prospect's words are incongruent with his or her body language gestures, you would be wise to rely on the body language as a more accurate reflection of their true feelings. Be mindful of your own body language gestures and remember to keep them positive by unfolding your arms, uncrossing your legs and smiling frequently.

Create harmony by "matching and mirroring" your prospect's body language gestures. Matching and mirroring is an unconscious body language mimicry by which one person tells another they are in agreement. An effective way to begin matching your prospect is to subtly nod your head in agreement whenever your prospect nods his or her head, or cross your legs when they cross their legs etc.

By understanding the meaning behind your prospect's body language, you will minimize perceived sales pressure and know when it's appropriate to close the sale.

Use Active Listening Skills

Successful salespeople take notes, listen attentively and avoid the temptation to interrupt, criticize, or argue with their prospects. It's a good idea to occasionally repeat your prospect's words verbatim. By occasionally restating your prospect's key words or phrases, you not only clarify communication, but also build rapport.

During the first fifteen minutes or so of the appointment, you should listen more than you talk. Keep your attention focused on what your prospect is saying and avoid the temptation to interrupt or dominate the conversation. The quickest way to destroy trust and rapport is to interrupt another person. If you do interrupt, minimize the damage by apologizing and asking them to please continue.

Establish Your Credentials

It's important for you to establish your credentials as an expert in your industry early on during your initial appointment. Hand out your business card and or company brochure, then mention two or three reasons why you like working in your industry and for your company. Make sure your marketing materials look professional and are kept up-to-date. If you conduct appointments in your office, I recommend you display your awards and certificates of accomplishment.

Look for Common Ground

Before you begin your sales presentation or demonstration, you must first "warm up" your prospect and make them feel comfortable. A great way to establish common ground during the warm up is to discuss the weather, sports, or a local news story. If you're meeting your prospect in his home or office, look at personal items on display such as pictures or awards. People enjoy talking about their hobbies and past accomplishments.

In today's highly competitive marketplace, your prospects have many options and are looking for a salesperson they know they can trust to work in their best interest.

Salespeople who fail to put an emphasis on developing trust and rapport actually do a disservice to their customers and in effect, leave the backdoor open to their competition. In addition to generating new sales, developing strong relationships will keep competitors at arms length and your business on the books.

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John Boe presents a wide variety of motivational and sales-oriented keynotes and seminar programs for sales meetings and conventions. John is a nationally recognized sales trainer and business motivational speaker with an impeccable track record in the meeting industry. To have John speak at your next event, visit http://www.johnboe.com/ or call 877 725-3750. Free Newsletter available on website.

Published in Networking Today, June 2007