Raise Your BAR! How to Smash your Sales Goals through Behaviors, Accountability & Results

8/8/2019 Raise Your BAR! How to Smash your Sales Goals through Behaviors, Accountability & Results

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RAISE YOUR BAR!How to Smash your Sales Goals through Behaviors, Accountability & Results

by Andre Beloreword by STEPHEN ANDER


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The e-book is ree or your personal use. You can print it, e-mail itor share it with riends and colleagues. You are not allowed to alterit in any way, take credit or any o its content, make paper planeswith it or use it or group training without the authors permission.

And hes watching you (but not in a creepy way).


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RAISE YOUR BAR!How to Smash your Sales Goals through Behaviors, Accountability & Result

by Andre Bellooreword by STEPHEN ANDERSON


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RAISE YOUR BAR! How to Smash your Sales Goals through Behaviors, Accountability & Results

Copyright 2011 by Andr BelloAll rights reserved

No part o this book may be reproduced or transmitted in any orm, by any means, electronic or mechanical, including photocopy-ing, recording, or by any inormation storage and retrieval system, without written permission rom the publisher.

Kiwi Publishing, IncP.O. Box 3852Woodbridge CT 06525Tel/Fax: (866) [email protected]

Illustrations and images under a Creative Commons license:Frits Ahleeldt at http://hikingartist.com and Stop_hand image at http://commons.wikimedia.org/wiki/File:Stop_hand.png

Limit o Liability/Disclaimer o Warranty: While the publisher and author have used their best eorts in preparing this book, theymake no representations or warranties with respect to the accuracy or completeness o the contents o this book and specicallydisclaim any implied warranties o merchantability or tness or a particular purpose. No warranty may be created or extended bysales representatives or written sales materials. The advice and strategies contained herein may not be suitable or your situation.

You should consult a proessional when appropriate. Neither the publisher nor author shall be liable or any loss o prot or anyother commercial damages, including but not limited to special, incidental, consequential, or other damages.

ISBN-10 1935768107ISBN-13 9781935768104First EditionPrinted in the United States o America


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Contents

Who this book is or vi

Foreword vii

Acknowledgements ix

Three ways to use this workbook x

Is selling an art or a science? 1

Why behavior matters most 2

Behaviors. Accountability. Results. 3

Technology can help! 5

Step to success 6

Start with ambitious targets 9

Suspects 10

Outbound vs. inbound leads 11

Are you scared o rejection? 13

The language o the approach 15Who else do you need to talk to? 18

Your product has great benets. So what? 20

Right message, wrong timing!

The attraction o doing nothing!

The art o questioning

Look beneath the surace

Expand your discussion beyond price

Align your proposal with their problems

You may have some hurdles to overcome

Eight ways to handle objections

What proo do you have?

Close the sale!

Accountability!

Results!

Bridge perormance gaps!

7 really cool things about Goal Smashers! Hit bigger targets than your competition!

About the author


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Who this book is for

THIS BOOK IS or you, especially i you believe that great salespeople can be developed throughthe consistent practice o proper techniques.

There are those ew naturals who seem to be born with an innate ability to win new business.But when we ask about the secrets to their success, we requently discover that they dont reallyknow what makes them better than the rest. Some have a knack. Some have charisma. Some putin hours o eort. Its oten a mixed bag o attributes that are very dicult to transer to others.

This book is written in the belie that everyone can raise his or her BAR (Behaviors, Accountabil-ity & Results). It will provide a step-by-step methodology to give you predictable and repeatableimprovements in your ability to sell more, supported by online resources to help you to solidiyyour habits or the long term.

This book is or anyone who would like to sell more!

vi


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Foreword

One o the great challenges o the next ew decades will be exactly how to manage -- and masense o -- all the inormation were gathering. From the knowledge we share and create online,

the growing burden o personal commitments, regaining a sense o control over this inormatiowill be a vital skill. And one or which tools are beginning to emerge.

Fortunately, humans have dealt with inormation challenges beore. When words ail, we revert images. We have drawings on cave walls that precede written history by thousands o years. Itnatural to think rst in pictures. I I ask you to list how many appliances you have right now on yokitchen counter, you begin by seeing your kitchen and your assorted appliances. Even text -- lithese words you are reading now -- is simply a collection o symbols, each coded with meani

based on how they are grouped.

While this written word may be nuanced and specic, illustrations are clear and compelling. Whwords ail, images can step in and speak with clarity using colors, shapes and the arrangement these visual elements.

In my own work, Ive combined skills o the print-oriented inormation designer with all the vartions associated with dynamic, changing data. I have a love or inormation visualization, reprsenting complex inormation in a way that is understood through simple visual treatments.


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When Andr rst approached me to work on Goal Smashers, it was precisely this visual repre-sentation o inormation that I ound so appealing. As you probably know, managing dozens orhundreds o sales opportunities, each at dierent stages in the pipeline, is a challenge. Salesagents everywhere have devised their own solutions to this problem. Some solutions involve penand paper. People have created clever Excel spreadsheets. And others have turned to sotwareapplications that can make lie dicult by doing more than they need to do.

With Goal Smashers, weve ocused on the essential things you need to be successul: Who shouldI contact next? Which skills do I need to work on? How am I doing? While there are several screenswithin Goal Smashers, it is essentially a one-page application. Weve tried to create a system thatbrings ocus and clarity by representing everything you need to see on one page. One succinctand visual page. While visualizing a sales pipeline is nothing new, using this visual as your primary

means o interaction is something new. Our hope is that you will be able to cut through the noiseand ocus on the essential things that make you successul -- without clicking through a bunch oscreens or shufing through pages. We want to help you simpliy the onslaught o inormation andintroduce some measured control over your sales process.

Our goal . . . is to help you smashyourgoals.

viii


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Acknowledgements

ENDLESS THANKS GO out to Jakub or his tireless work on Goal Smashers. His work is simpincredible and this project simply would have not been the same without him! My gratitude al

goes out to my ocial goal-watcher Scott Hilton-Clarke or sharing his invaluable insights anresources on the sotware business. I have to salute Stephen Anderson or the way he turned tpipeline ideas into visual candy, while putting the user experience rst. Frits Ahleeldts illustrtions* are spectacular and truly help to communicate the ideas in this book.

Not least, I must thank my wie, Frances, or her patience and enthusiasm while I spent hundreo hours harassing her to peer over my shoulder to scrutinize my work in progress.

* See Frits portolio o drawings at www.hikingartist.com


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Three ways to use this workbook

READ AND ENJOY! See what new ideas sprout up.

STOP AND DO the exercises. This icon means its time to put your ideas

down on paper.

PRACTICE ON GOALSMASHERS.COM. You have 30 days FREE to buildyour personal sales pipeline and track your perormance!

x


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Is selling an art or a science?

ITS A FALSE assumption that selling is more oan art than a science. Consider instead i you

can do or will do! Your perormance canbe broken into ve areas: your capability,knowledge, skills, eort and attitude. Othese, the rst three are can do. Capabil-ity denes your ability to do the job. Knowl-edge describes your awareness o the inor-mation required to perorm. Skills requirepractice to become really procient. On theother hand, the will do actors are the most

dicult: Are you putting the right eort in theright areas, and are you condent and motivated tosell? Having a well-dened system gives you somestructure to identiy your shortcomings and helps

you to make targeted improvements. By the endo this workbook, you will have a complete rame-

work in place or breakthrough perormance!

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Why behavior matters most

SALES DRIVE REVENUE. Customers buy stu. So youshould put your ocus on the customer, right? Not so

ast! Take a look at the chart on your right. This repre-sents a Balanced Scorecard strategy map. Do you seeany potential challenges i your customer-ocus is donein isolation? Customers are near the very top o thevalue-chain. I you create systems to manage customerrelationships, but you havent developed good sell-ing systems or behaviors, your success will be limited.

Because o this, it should come as no surprise thatCustomer Relationship Management (CRM) initiativesoten show disappointing returns. These programsneed to be built on a solid oundation o proper behav-ioral habits, and simple systems to hold salespeopleaccountable. Team leaders should be able to trackperormance at a glance, and know instantly where

interventions are needed. Results should be transpar-ent, readily available and should drive decision-making.Read on, and lets see how this can be done!

Financial

Customers

Systems

People

Balanced Scorecard Strategy Map

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Behaviors

SELLING IS MADE up o a series o skills and activities that align the solutions you oer with whamissing or not working in a persons lie. O the skills you need to perect, questioning is by

the most important as it provides a pathway to your understanding o your prospects situatioO the activities you need to perorm, we will ocus on six steps in the sales pipeline: leadcontacts, qualication, interviews, proposals and wins!

Accountability

KNOWING WHAT TO do and doing it are two very dierent things. Sales proessionals neeto keep motivated in order to develop and maintain a consistent level o high perormancThis motivation can come rom within, but oten its much more eective to have someone elhold you accountable or your actions, sort o like a personal trainer at the gym.

Results

SALES LEADERS SHOULD be able to easily spot leaks in the sales pipelines o their teaA transparent system allows you to see exactly where you and your team are at all time

Coaching interventions can then be made to solve specic perormance gaps, which should quickly identied using dashboards that track all your key metrics in one place! As a result, you wbe able to measure the impact o your actions through clear-cut improvements in the numbers

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Technology can help!

ACCOUNTANTS LOVE NUMBERS. They are great with spreadsheets. Salespeople, on the othhand, not so much! But sales is about numbers. Not just revenue, but the numbers behind t

activities required to make the sale. Since ollowing numbers is not a natural attribute o mosales proessionals, some help is needed -- a simple, un way or them to understand the fow their business, and to put emphasis where its required. Thats where Goal Smashers comes in!

Goal Smashers was designed to give sales proessionals dynamand visual eedback on their activities, and to guide them throuthe behaviors that work best or every step along the sales pipline. The web-based sotware allows you to log on rom anywheyou have an Internet connection and a browser!

Many o you have used web-based sotware beore, but never really thought about it. This include-mail accounts like Gmail, Hotmail or Yahoo, social networking sites like Facebook, or even onlibanking. Goal Smasherswill be as easy to use as those programs. It will help you to manage yosales opportunities like you never could beore. To use Goal Smashers with this book, simply go www.goalsmashers.com and sign up or your 30-day FREE trial account. It has been said that

takes 21 days to orm a new habit. Take the extra nine days to make sure it sticks! Then, you migwant to subscribe to the service . . . or not. Whatever you decide, you will already be well on yoway to practicing the behaviors that separate star salespeople rom average ones!

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Steps to success

HAVING A WELL-dened systemallows you to know exactly whento do what with your sales opportuni-ties. The types o questions that uncovervalue, or example, are not the same typesyou would use in the qualication stage.The ability to see each step clearly will helpyou determine the most appropriate action

to move rom opportunity to close. Letslook at the six most important steps in the salespipeline that will guide you toward success!

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Leads

People you plan on contacting during the month.

ContactsLeads youve contacted or prospects who initiated contact with you.

Qualified

Prospects with whom youve communicated in the target audience or what you sell.

InterviewedYou should get a good idea o whats missing or not working through your discussions.

Proposals

Value you can oer based on the problems youve identied.

Wins!Prospects who have accepted your oer!

1

2

3

4

5

6

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GOAL SMASHERS ALERT! When you enter inormation on a lead you planon contacting during the month, it shows up in your pipeline as a round dot.These opportunity dots are orange by deault, representing a medium

probability o success. They can be changed at any time to red or yellow, or high or low

probabilities respectively. They can also be marked as important with a star. Opportunitiesthat you get based on prospects who initiatedcontact show up as a teardrop shapeso youcan tell the dierence.

As your sale progresses, you can move each dot down the pipeline. In each stage you will ndspecic sales prompts to help you along the way.

Leads Contacts Qualified InterviewedProposals Wins!

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Suspects

PROSPECTING IS THElieblood o selling. Thenumber o people who areactively seeking to buy whatyoure selling is relatively low.However, the multitudes who arent

looking may be the ones experi-encing the very same problems you cansolve. They may simply be comortablewith their status quo, or not motivated toact. Thats where your real opportunitieslie, since thats where the numbers are. Your

job is to mail them, call them, meet them,

learn more about them and understandwhats missing or not working in their lives.Then maybe, just maybe, you can help them!

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OUTBOUND VS. Inbound LEADS

THE MORE EXPERIENCED you are as a sales proessional, themore likely your contacts will come rom inbound calls. These can

include sources like word o mouth, existing clients, advertisingor the Internet. While its important to have a steady fow o inboundcontacts, you should always keep your emphasis on outbound leads.Those are the people you plan to meet, through networking events,reerrals, internal or external contact lists or even cold-calling.

Outbound prospecting gives you direct control over the number and qualityo your opportunities, and eeds your pipeline with the activity you need to

drive your business. This is the biggest area o weakness I witness in mostsales teams, and its the number one action you can take to increase yourrevenue. The bonus is . . . as your outbound prospecting increases, thenumber o inbound inquires you receive also multiplies.

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EXERCISE. You should know what your best sources o prospects are. Particularnetworking activities may work best or you, or perhaps a new ad campaign rommarketing drove a high number o calls. Goal Smashersallows you to keep tracko the sources that bring you the most wins. Write down your top ve sources o

outboundLeads(names you plan to call) and inboundContacts(people who initiate contactwith you).

Sources of Outbound leads:

1. ______________________

2. ______________________

3. ______________________

4. ______________________

5. ______________________

6. ______________________*Other

Sources of inbound contacts:

1. ______________________

2. ______________________

3. ______________________

4. ______________________

5. ______________________

6. ______________________*Other

*Always leave one option as other to allow or sources o opportunities you didnt predict.

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Are you scared of rejection?

ONCE YOUVE MADE contact, your main objective shouldbe to determine whether the conversation should go urther

or not. The only way you can get rejected at this point is iyou start pitching your product right away. So you wont dothat, will you? Instead, ask a ew simple, short-answerquestions to discover i this person is an actualprospect or your product or not.

At this stage, you have as much chance todecide not to take the dialogue deeper as the

other party does. So theres nothing or themto reject since you havent oered anythingor sale . . . yet! When youve judged that youhave a qualifed prospect, your next move willbe to get their permission to proceed urther.

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EXERCISE. Think o ve qualiying questions you can ask to help you judgewhether someone is a good prospect or your business or not. These questionsshould be designed or quick, brie responses that help you decide i you shouldcontinueurther, and i so, in whatdirection.

I remember a great television scene on Sesame Street with super salesman Grover trying to sellKermit a toothbrush. Ater presenting all the benets o his range o toothbrushes, he couldntclose the sale. His problem . . . ailure to qualiy his prospect. Frogs dont have teeth! (At leastpuppet rogs dont!)

Qualification questions:

1. _____________________________________________________________________

2. _____________________________________________________________________

3. _____________________________________________________________________

4. _____________________________________________________________________

5. _____________________________________________________________________

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The language of the approach

IN THE MOVIE Hitch starring Will Smith, his character approachesa woman to introduce himsel ater stepping in to rescue herrom another guy who just wasnt taking the hint. Reer-ring to her and himsel in the third-person he says: . . .but then he would ask her name, and what she did or aliving. And she might blow him o, or she might say . . .As expected, he gets the girl in the end.

Do you notice a particular word that gets repeated inWills dialogue? The word might. This non-assumptive

word is very eective in building trust early in your rela-tionship. Prospects need to eel comortable that youll goaway i you nd you have nothing in common with them.They need to trust you enough to share urther inor-mation about themselves or their company. Theycan spot a hidden agenda rom a mile away.May I, i, you might, you may have,

Id like, etc., can help you build comortas you seek their go-ahead to gather moredetails about their situation.

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EXERCISE. Sales experts know how to allocate their eorts to get the best returnson the investment o their time. They recognize early when they are riding a deadhorse. There are many reasons an opportunity can go stagnant. List as many asyou can think o. This will help you to identiydead leadsearly so you can put

more emphasis on prospects who are likely to be more productive or you.

What are some reasons a lead can go dead?:

1. _____________________________________________________________________

2. _____________________________________________________________________

3. _____________________________________________________________________

4. _____________________________________________________________________

5. _____________________________________________________________________

6. _____________________________________________________________________

7. _____________________________________________________________________

8. _____________________________________________________________________

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Who else do you need to talk to?

IMAGINE THAT YOUR prospect is excitedabout your oer and is ready to buy. Thensuddenly you get a call. She says, My husband(or CEO, CFO, uncle, neighbor, or anyone elseyou never met) thinks I should shop around (orwait a while, go with someone else, stick withwhat I have, do nothing). This is one o themost rustrating calls you can get in sales. Butit can be avoided!

You should nd out as early in the conversationas possible, who are the people who will haveany infuence over the buying decision, or whowill be aected once the decision is made. Thisis especially important with corporate clientsas you need to understand the perspectives oas many people as possible in order to identiy

opportunities to create value that your compe-tition might miss. Expand your reach beyondyour primary contact.

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GOAL SMASHERS ALERT! Once your prospect is in the Qualifedstage, youwill be prompted to dene their role in the buying decision. You will also beasked to nd out who else you should talk to, or who you can connect with a

third-party, so you can deepen your relationship and get a uller understanding o their situa-

tion. Think o a sale youre working on now and build a contact matrix or the opportunity.

The role of your primary contact is a:

Gatekeeper Initiator Infuencer User Buyer Decider

I need to connect:

Name: Role: Contact Ino: Connect them with:

1. _____________________ __________________ ________________ ____________________

2. _____________________ __________________ ________________ ____________________

3. _____________________ __________________ ________________ ____________________

4. _____________________ __________________ ________________ ____________________

5. _____________________ __________________ ________________ ____________________

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Your product has great benefits. So what?

TRADITIONAL SALES TRAINING puts the emphasis on benets your product can provide, ratherthan its eatures. This is tricky! The risk is that you could make a premature presentation o yourproduct benets to your prospect beore you ully understand whats missing or not working intheir current situation.

And oten, a trap is set or you. Your prospect wants to get more inormation rom you than hewants to share about himsel. So he says, Tell me more about what you have! Your eyes light up!O course! you reply. You know your product better than anyone else, and youve seen it helpso many people that youre sure its ideal or him. You start your presentation and skillully demon-strate all the benets o your oer. Your prospect graceully listens, asks some questions, then

suggests you leave your brochures while he thinks it over. He agrees that your product soundsawesome, and he assures you that hell get back to you. Sound amiliar?

The problem with benets is that theyre meaningless unless they solve a problem your pros-pect is experiencing. Even more problematic is that i their problems are obvious to you, but notto them, your oer is still meaningless. Its not enough that you identiy their needs: theyhave torecognize that they have such a need. Thats why experienced salespeople should beware! They

become practiced at identiying their prospects problems beore the prospects do. I they lay outtheir solutions too hastily, the prospects may not see the value. The worlds greatest screwdrivermeans nothing to a person whos planning to use nails!

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Right message, wrong timing!

THINK ABOUT THE retirement advertisements you see on television. What are the ages o theactors commonly eatured in these ads? People in their 30s? Hardly! Such ads typically portraypeople who have already retired, enjoying the benets o their retirement. Is that the target audi-ence? O course not. But the message is, I you plan or your retirement with us, when you get tothis age, youll be playing shufeboard on a cruise ship just like these happy olks! What wouldwork better to get viewers to change? A message that relates whats missing or not working intheir lives today. A powerul way to get someone to change is to uncover their dissatisaction withtheir current situation beore you show them the joy o your solution!

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The attraction of doing nothing!

YOUR PROSPECT AGREES that there is a problemand acknowledges that you have an ideal solu-tion. Yet the prospect still takes no action! Whatsgoing on? Do you remember Sir Isaac NewtonsFirst Law o Motion? Every object in a state ofrest or uniform motion tends to remain in thatstate unless an external force is applied to it.

This applies to people as well. You need to under-stand what their current state o motion is. They

have been doing just ne without you and haveound ways to adapt to their issues. For example,Goal Smashers is an incredible way to manageyour sales opportunities, but i youre used tousing a spreadsheet, you will have to learna whole new way o doing things. This isgoing to be uncomortable in the begin-

ning. Its the same with your product. Pros-pects must see clear value in your solutionthat makes their initial discomort worthwhile.

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EXERCISE. Choose three eatures o your most popular product and identiy anadvantageeach eature can provide over competitive products. Next, identiy theproblems that your prospect would need to have in order or each advantage tobe relevant to them.

Feature: Advantage: Prospects problem that makes this relevant:

1. __________________ __________________ _________________________________________

2. __________________ __________________ _________________________________________

3. __________________ __________________ _________________________________________

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The art of questioning

NOW YOU KNOW what youre looking or . . . prob-lems your prospect may be experiencing that areconnected to the advantages your product

oers. This is done through skillul ques-tioning. Start by removing all yourassumptions about your pros-pect. Building on the responses toyour qualication questions, probeor urther inormation by starting withgeneral questions, then becoming more

specifc. This order is important. I youask specic questions too early, your prospectmay not see the relevance o your question andmay hesitate to answer. Your questions shouldhave a sequence that builds on precedingresponses. They should not appear randomand disconnected. You are trying to identiy exactly

which o your products advantages you should present toyour prospect that align perectly with whats missing or notworking in the prospects current situation.

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EXERCISE. Select one o the prospects problems rom the previous exercise.Develop a sequence o questions that you could use to uncover that problem.Your questions should be general to specifcand build on preceding responses.You should practice dierent sequences using a variety o potential problems.

Interview questions:

1. _____________________________________________________________________

2. _____________________________________________________________________

3. _____________________________________________________________________

4. _____________________________________________________________________

5. _____________________________________________________________________

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Look beneath the surface

AS YOU LEARN more about your prospectscircumstances, try to explore beneath theirstated positions and look or underlying inter-

ests. When you get more inormation aboutthe whats, probe more deeply or thewhys. What issues have you identied?Why are those issues important? Buyingmotives may not always be obvious.

There are some other aspects you

should try to unearth. What are theiralternatives i the deal is not done withyou? O those alternatives, which istheir best option? At what point do youthink the prospect will walk away? Whatdo you think is the prospects targetprice? What broader objectives do you

think could be served by this deal? Isthere an emotional consideration you mayhave missed?

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Expand your discussion beyond price

WHILE YOURE TRYING to uncover openings to createvalue or your prospect, they may remain ocused onthe single issue o price. From their perspective, addi-

tional value might equal getting more or less. So youend up in a cycle o oers and counter-oers, hagglinguntil theyre satised. Some deals are best suited to thiscompetitive approach, but you should always be on thelookout or opportunities to trade on dierences.

Mutual gains are created when you can identiy

issues that are high value to prospects, but low valueto you, which you can trade or concessions that arelow value to them but valuable to you. For example, iprice is the most important issue or them, but your maininterest is a long-term relationship, you might make aprice concession in exchange or ongoing businessor reerrals. You can then look or ways to

expand value or them, maybe by increasingservice levels, especially i thats somethingthat doesnt require much eort rom you.

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GOAL SMASHERS ALERT! Negotiation isnt just about price. I price becomesan issue, look more closely orother goalsthat are important to your pros-pects. Arrange the issues in order o importance to them. Then, rank your

own objectives. You will get a clear idea o how both your goals are ranked, and can create

valueby trading the things they want or things that arent important to you, and viceversa.

Negotiation trade-offs:

*What does your prospect want?

1. ____________________________________

2. ____________________________________

3. ____________________________________4. ____________________________________

5. ____________________________________

6. ____________________________________

*What do you want?

1. ____________________________________

2. ____________________________________

3. ____________________________________4. ____________________________________

5. ____________________________________

6. ____________________________________

*In Goal Smashersyou can drag and drop these issues to rearrange their order. This allowsyou to speculate on dierent rankings to see where the opportunities orvalue trade-osmight be.

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Align your proposal with their problems

AT THIS POINT, you should have a really good idea about whats missing or not working in yourprospects lives, and you would have helped them to recognize their problems. Your solutionsshould now align perectly with those problems. Restate your understanding o their situation to

be sure youre on the right page, then connect your oer directly to those problems. This isnt apremature listing o your benets, but a ocused oer ovalue directly linked to the issues thatare important to them. The advantages should be clear and tangible to each infuencer anddecider you identied early on, and the new way orward should demonstrate clear superiorityover the status quo!

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You may have some hurdles to overcome

OBJECTIONS ARE A natural part o the process and should bewelcomed. One o the worst situations is a prospect who givesyou a quick maybe and doesnt tell you the truth behind why

hes hesitating to buy. Your job is to artully reveal the barriersto your deal that may be let unsaid. Other times the objectionsare ront and center, and require a calm competence to over-come. You want your prospects eeling condent in yourability to deliver on your promises. The way you handletheir objections oten determines what happensnext. Lets look at some techniques . . .

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Eight ways to handle objections

AGREE & REDIRECT. Acknowledge their perspective, even i they are incorrect. Dont agreewith a fawed viewpoint, but recognize why they think that way. Then redirect the conversa-tion toward a counter-example or dierent perspective. For example, I understand why you

eel the price is too high, and would add that the real issue is not so much the price o ourservice, but how much money you are losing every day using your current system.

PRE-EMPT IT. You may have a ew objections that come up requently with similar prospects.You can bring up the issue beore they do, then put it in perspective or them.

1

2

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EXERCISE. Which o the eight ways to deal with objections are best suited tothese dierent situations? Write down the ones you think t best. Theres no singlecorrect approach and more than one can be used.

Types of objections:

1. NO TIME: I dont have time to talk right now.

_______________________________________________________________________

2. NO VALUE: A lack o perceived benets rom your product or service.

_______________________________________________________________________

3. NO NEED: Value is acknowledged but not or me!_______________________________________________________________________

4. NO MONEY: I cant aord your service.

_______________________________________________________________________

5. NO TRUST: Im not sure you have the capability to do this.

_______________________________________________________________________

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6. NO URGENCY: Id rather keep things the way they are.

_______________________________________________________________________

7. COMPETITION: Perception that a competitor or current provider is superior.

_______________________________________________________________________

8. MISUNDERSTANDING: Wrong belie or understanding.

_______________________________________________________________________

9. DRAWBACK: A need you cant satisy.

_______________________________________________________________________

10. NO AUTHORITY: I cant make the decision on this_______________________________________________________________________

11. RED HERRING: False objections to get rid o you.

_______________________________________________________________________

12. BRICK WALL: The prospect declines your oer.

_______________________________________________________________________

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What proof do you have?


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What proof do you have?

THE SLICK COLOR brochure that Marketing producedor you can really come in handy at this stage o the sale.Some salespeople begin their conversation by pulling

out their collateral material. Mistake! I cant tell you thenumber o times Ive seen a prospect take the docu-ment rom a salespersons hands and wrestle control othe conversation by going through the product mate-rial themselves.

Evidence o your products perormance should come

when youre getting ready to close. You should belinking it directly to the problems identied earlier.Some useul ways to prove your ecacy are:

- Marketing collateral- Fact sheets or projections- Customer testimonials- Newspaper articles- Product demonstrations- FREE trial period

36 RAISE YOUR BAR!

Close the sale!


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Close the sale!

NOW ITS TIME to close. Youve identied whats miss-ing or not working in their lives, theyve recognizedand accepted they have a problem, youve aligned

your solutions with those problems and uncoveredways to create value, and youve handled all o theirobjections. Your language has to make a switch! Youmade your approach using non-assumptive words,but as you close your deal, its time or your speechto become more assumptive. Phrases like, We will,when can we, when you use, etc. Dont leave the

conversation open without a clear idea o what thenext steps are.

You might also want to summarize and re-state yourunderstanding o your agreement to be sure youhavent misinterpreted anything. Dont relax and reston your laurels yet! You may still have some ollow-up to do. Set a reminder or yoursel. Wellsee later how easy this is to do in GoalSmashers, but a simple diary entry will do.

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38 RAISE YOUR BAR!

Accountability!


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Accountability!

HIGH-LEVEL PERFORMERS typically have someone who watches their progress, identies peromance gaps and coaches them to higher and higher levels o achievement. Master sales proesionals are no dierent. The Goal Smashers system is designed to improve your sales behavio

by holding you accountable in three ways. Accountability to:

Yoursel

Your peers

Your team leader

As a salesperson using Goal Smashers, your activities will be viewed by your team leader. Whshe will be able to see your progress, she will not be able to edit anything in your pipeline. Swill, however, be able to add customized coaching checklists or her team. These checklists edirectly into editable structured notes or each o the six stages down the pipeline. Her prompensure that you have reminders or all the important selling behaviors that work best or every sto your interaction with your prospect. Each industry will require its own unique hints, but the excises youve completed in this workbook will help you think them through. You will have someoacting as a goal-watcher who can identiy perormance gaps in the key activities you need successully complete a sale, and provide the coaching necessary to ll those gaps.

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GOAL SMASHERS ALERT! Y ll l


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GOAL SMASHERS ALERT! You can manage all your sales opportunities in yourGoal Smashers pipeline. Dots o dierent colors and shapes let you plan youractivities, and monitor your progress or the month.

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OUTBOUND OPPORTUNITIES. Leads rom your prospecting activity (Page 8).


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y p p g y ( g )

OUTBOUND OPPORTUNITIES IMPORTANT! The star marks them as important.

INBOUND OPPORTUNITIES. Prospects who initiated contacted with you.

INBOUND OPPORTUNITIES IMPORTANT! These can be starred as well.

GHOST DOTS. Let you see active opportunities rom previous months (Page 57)

COLD DOTS. Ater a period o inactivity, dots turn blue, then drop out (Page 58

ACTIVITY DOTS. This stage o the pipeline has been completed or this opportunit

DEAD DOTS. This opportunity has nowhere urther to go.

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GOAL SMASHERS ALERT! T k thi bit i t ti h


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GOAL SMASHERS ALERT! To make this a bit more interesting, have some unwith the Goal Smashers card gamein the How am I doingsection. At thebeginning o every month, all cards start ace down. Then, things get interest-

ing . . . by getting more than 80% o your average score over the previous six months, you geta 10-card. Your cards then change as ollows:

90% to 99% = Jack 100% to 109% = Queen 110% to 119% = King 120% = Ace!

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GOAL SMASHERS ALERT! As you try to improve your perormance youl


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GOAL SMASHERS ALERT! As you try to improve your perormance, you lneed to keep score o your progress. Foreach stage in your pipeline, youwill be able to see how your numbers have trended over the previous months

Simply click on each stage to reveal its history.

At a glance, you will know exactly where you need to place more emphasis in order to improveyour results!

Your Pipeline trends for previous months

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44 RAISE YOUR BAR!

GOAL SMASHERS ALERT! Team dynamics improve through collaboration


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Team Member Pipeline rankings

GOAL SMASHERS ALERT! Team dynamics improve through collaborationwithin the group. You may excel at certain stages o your pipeline peror-mance -- or example, interviews and proposals -- but may be slipping at

generating new leads or ollowing up with contacts. Theres a lot o inormation and advice youcan exchange with your peerson the things you do well, as well as the activities you could

use some help with.

Goal Smashersallows you to see how your numbers are ranked or each pipeline stage. Youcan quickly gure out how you are perorming relative to your other team members, and whomay be best suited to give you some peer-to-peer coaching.

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46 RAISE YOUR BAR!

Results!


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THE ONLY WAY to move orward in a predictable and repeatable way is to keep score. But tooten, sales managers place their ocus on dollars and cents, and although revenue is the moimportant o all metrics, it quanties output. Revenue goes up or down as a result o the activiti

o your sales team, and i these actions arent tracked, you are let to guess what to do to advanyour business. Metrics must reveal the inputs that drive revenue. Stop working with a blindold o

You should know, at a glance, how you are progressing in:- Leads vs. your orecast (Are you setting ambitious enough goals?)- The number o people youve made contact with (Are your leads accurate?)- Outbound vs. inbound contacts (Are you looking or prospects or are they nding you- The number o prospects who are qualifed (Are you talking to the right people?)

- How many interviews you do (Do they trust you enough to share inormation with you-Your proposals (Are you identiying whats missing or not working in their lives?)-Your wins! (Do they agree they have a problem and that you have the right solution?)-Your sales cycle (How long is it taking you to close the sales?)- Revenue vs. your target (Are you on track to hit your dollar target?)- The source o your wins (Wheres your business coming rom? How can you improve it- Frequent objections (What resistance keeps coming up? How can you reduce it?)-Your dead leads (What keeps going wrong? How can you do things dierently?)

When these numbers are at your ngertips, you can act to create measurable improvements!

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GOAL SMASHERS ALERT! Each salesperson should be able to review their


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GOAL SMASHERS ALERT! Each salesperson should be able to review theirown numbers. While opportunities can be tracked in the pipeline screen,perormance summaries can be ound in the How am I doing?section.

your pipeline numbers!

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REVENUE THIS MONTH. Figure updated in real time. Arrows compare with the previous mont


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AVERAGE MONTHLY REVENUE. Your average monthly sales gure over the past 12 months.

REVENUE YEAR-TO-DATE. Total revenue since January or the month you started using the too

WINS THIS MONTH. The number o sales you won or the month.

AVERAGE WINS PER MONTH. Your average closed sales over the past 12 months.

WINS THIS YEAR. The total number o sales you closed since January, or your start date.

OUTBOUND VS. INBOUND LEADS. A quick look at where your leads are coming rom.

MAIN SOURCE OF WINS. The top three sources o leads that end in wins.

TOP 3 OBJECTIONS. These three objections came up more than any others or the month.

WHY OPPORTUNITIES WENT DEAD. The top three reasons prospects ell out o your pipeline

TRENDLINE GRAPHS. How your revenue and wins are trending or the year or since you starte

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GOAL SMASHERS ALERT! Team leaders will be able to see the pipeline scores


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p por each salesperson who reports to them. At a glance, they will know exactlywhere team members need to place emphasis in order to win more deals.

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1 SALESPERSONS NAME. Members o the sales team can be ranked by revenue or wins. Clicing on names links directly to individual pipelines or the month viewed.


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2

3

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ing on names links directly to individual pipelines or the month viewed.

PIPELINE SCORES. These six boxes display the scores o the six stages o the pipeline. Thighest and lowest scores or each stage are shown in green and yellow, respectively.

REVENUE SPARKLINE. This simple line-graph shows the revenue pattern over the past months. This can be used to quickly check or trends or irregularities.

REVENUE FOR THE MONTH. Green or red gures show higher or lower scores than the groaverage, while green or red arrows show up or down movement rom the previous month.

REVENUE YEAR-TO-DATE. Shows a cumulative gure rom January, or rom the start dat

Similarly, green or red gures compare this score with the group average.

AVERAGE DAYS TO WIN. Displays the average number o days it takes rom when an oppotunity enters the pipeline to the completion o the sale.

MONTHLY REVENUE VS. TARGET. The vertical line in this bullet-chart represents monthsales targets. The horizontal line is not to scale, but gives a clue to relative revenue.

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52 RAISE YOUR BAR!

Bridge performance gaps!


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ONCE YOUR ACTIVITIES become quantied and visible, you will know exactly where the leakare in your sales pipeline. You can ocus on strengthening the specic behaviors that are unsatactory while you continue to master those actions you perorm well. You can re-examine the

areas o perormance. Answer these questions:- Do you have the capability to sell?- Do you need to improve your knowledge o your products, markets or customers?- Are there skills you need to acquire or practice?- Are you making enough eort in the right areas?- Hows your attitude? Do you need to boost your condence or motivation?

You should be open to eedback rom your team leader or your peers. Feedback shouldnt just given during periodic evaluations, but should be shared inormally on an as needed basis. Dobe deensive! Become more introspective and learn to ocus on what you reallywant. Then ayoursel, What do I need to change to get there? Develop action-oriented checklists and keyoursel accountable to the tasks you set.

Finally, be open to coaching. You are not alone. Theres someone who has already perected tbehavior you need to improve. Seek their guidance. Focus on the acts and check your emotion

Have someone watch your numbers and constantly check or improvements or shortalls. Youll amazed at the growth you will experience when you put your energy in the right places.

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7 really cool things about goal smashers!

#1. GOAL SMASHERS MAKES your lie easy! I you get an e-mail rom a pros-S h hil h d i l d h


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pect on your Smartphone while youre on the road, you can simply orward themessage to your account, and the sotware automatically adds your prospects

name, e-mail address, website and the body o the message to your contact list. Then you canupdate the inormation or make changes later on. How easy is that?!

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#2. AT THE BEGINNING o every month,you will be alerted to set your goal or the

number o leads you plan on pursuing. Thisis the one activity over which you have themost control, and it helps you to set thepace or your entire month. You will get animmediate look at how youve been doingover the past months, compared to yourorecasts.

Youll also get a quick view o your revenuesince the past January, or your start date.Then you can set or edit your annual nan-cial target or the year, to give you an ideao what youre aiming or in the month.

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#3. AT THE END o everymonth, each active oppor-tunity will move orward tothe current month as a ghostdot. These ghost dots actuallyallow users to see active oppor-tunities rom preceding periods,but do not count as current activi-

ties until the salesperson advancesthem to a ollowing pipeline stage. Theythen enter the current pipeline or the rsttime, revert to their previous state and counttoward the statistics o the current month. Ghostdots do not leave behind green activity dots untilthey are activated in the current month.

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#4. SALES TEAM LEADERS can set howlong an opportunity will stay in the pipe-line beore it expires and drops out. By

deault, i an opportunity is not movedorward or 45 days, it will warn

users by turning blue. Thismeans that i no action is

taken, the opportunitywill NOT move orward

to the next month.

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#5.MAKE SURE THAT you never orget toollow up with an opportunity again! Youcan set a reminder to yoursel or tasks,phone calls, meetings, or to send out ane-mail to your prospect. Write yoursel anote, and an e-mail reminder will be sent toyou on the date you specied.

At any time, you can review, change orremove your reminder. You will also get acountdown indicator o the number o dayslet till your ollow-up is due!

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#6. THE MORE YOU use the sotware, the more itremembers about you. As you begin typing in certain

elds, you will nd drop-down options o inormationyouve entered previously. This is especially useul

i youre entering a new opportunity with anexisting contact. Why waste time typing

when you can be out there selling?

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#7. MANAGING YOUR CONTACTS is eortless!You can easily select the contacts you plan to ollow

up with during the month and move them into your pipeline. But thats not all! I leadshave been generated by marketing oranother external activity-- or example, a tradeshow -- team leaders canimport those contacts

and assign them to theirteam members. All witha couple o clicks!

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62 RAISE YOUR BAR!

hit bigger targets THAN YOUR COMPETITION!


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NOW YOU HAVE the techniques and tools to blow your competition away! Not only do yunderstand how to systematically improve your sales behaviors, you have a simplied interace entering the details on your sales progress and tracking your perormance. The only thing let

do now is to put what youve learned into action.

Heres the problem . . . you are just like your prospects. You have an existing way o doing thingMaybe you use a spreadsheet to track your sales numbers. Maybe you use a diary. Some o youse nothing at all. And you know your current system well. Ater all, its gotten you this ar. So tnew skills weve covered in this workbook wont seem right at rst. Youll constantly be temptto revert to what eels most comortable. Overcome the power o the status quo! Habits need be broken and rebuilt, and that takes practice.

But this system monitors itsel. It allows you to see where things arent working, then prompts yto take corrective measures to develop your business. It helps you to sharpen your positive sabehaviors. It encourages you to set more ambitious targets, makes it easy to plan, and data-entcouldnt be simpler. All these elements come together to create a methodology that producmore wins. At the same time, youll be deepening your relationships with your clients and reconizing new sources o value or them. Theyll reward you with repeat business and reerrals. You

see the shit in your number o inbound contacts. I want to encourage you to use this know-howRAISE YOUR BAR to a new level o perormance. Your competition wont know what hit them!

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ABOUT THE AUTHOR


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ANDRE HAS LEARNED a whole heap o stuabout selling and loves sharing it with people :-)

He created Goal Smashers to give you a compre-hensive way to improve your sales perormance!

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ANDRES OTHER BOOKS


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. . . illustrates more clearly what we mean by a mutual-gainsapproach to negotiation than one hundred repetitions o thetheory could accomplish on their own.

- Professor Lawrence Susskind on The Sword & The SpiritProgram on Negotiation at Harvard Law School

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www.goalsmashers.com

Get a 30-day free trial!

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BUSINESS/SALES MANAGEMENT

ARE YOU DREAMING about closing more sal


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ARE YOU DREAMING about closing more sal

You can! Simple changes in how you manage yosales pipeline can help you to RAISE YOUR BA

You will learn how behaviors, accountability aresults can provide a solid ramework or yo

breakthrough sales perorman

Read the book, do the exercises, and sign up or yree trial account on www.goalsmashers.com. Then g

ready to blow your competition aw

Documents

Raise Your BAR! How to Smash your Sales Goals through Behaviors, Accountability & Results