First of a series of 4

Statements that Influence the High C (as in Cautious) buyer:

Aka: the fearful, cautious, careful, analytical buyer who does not want to make a purchasing ‘error’.

• “A program such as this should have standards which permit a careful evaluation of the quality. It will stand upto your high standards of operation.”
• “With something this important, let’s set up several sessions where we can clarify all the possible alternatives.”
• “There’s always the excitement of putting something like this to work. You are going to be around here a

long time, but I’ll be surprised if this system is not here when you’re retired and enjoying your leisure.”

• “Other people are doing it, and it works for them. You’ll probably end up doing it better than they are.”
• “You’re in a position to examine the facts, interpret them and draw the conclusions.”
• “I am sure you’ll take a very close look at the findings.”
• “Remember, we are discussing a planned change. You will be able to work with it over a period of time to see

how the system works.”

• “There has been a great amount of input into this idea, which ensures a quality program.”
• “You would be interested in knowing how thoroughly we have researched the entire operation. It’s been

written up in the literature, and we can carefully go over this together.”

 Tips for your Sales Presentation.

1. Client needs lots of proof, background information and proven results before making a purchase.

Needs to take time, absorb details and digest facts before going to the next step.

2. Highly suspicious of new and unproven products. Use testimonials or plenty of research information to back up your presentation.
3. Don’t rush, but don’t waste time with small talk. Get right to the point with plenty of facts and figures. Be sure that all the customer’s questions are answered.

Chris Wilkinson.                              

Certified Business Behaviour & Attitudes Analyst.               

Business Coach.

Tel: (905) 275-2907 (Mississauga).

E-mail: buspilot@bell.net

Have you ever hired someone (sales person) who didn’t meet your expectations?

Are you short on resources, money and time to spend identifying qualified candidates?

Would it positively affect your bottom line your recruitment process consistently delivered qualified candidates that have been strategically matched to the job?

If you answered “yes” to these questions, you will benefit from a job matching approach that benchmarks a specific job, not the person, in an interactive process. A recent case study revealed that by using Business Pilots patented job benchmarking process, two different sales teams were positively transformed:

Company A

Company A’s sales manager was having a major problem with his sales force -- 74% turnover. That high rate of turnover came at a great cost to the company’s bottom line. In fact, it’s estimated that it can cost upwards of twice an employee’s salary to find and train a replacement, not to mention the damage to morale in remaining employees. To address Company A’s sales force issue, the JOB itself was benchmarked using Business Pilot’s ‘Work Environment’, job-related process. The sales manager was then able to compare all current and new salespeople against the benchmark. Each and every salesperson was put on a personalized development and management plan based on the job benchmark. The results? Company A’s sales team experienced 0% turnover for the next 24 months.

Company B

At Company B, a new sales manager inherited a sales team that ranked No. 22 out of 22, or dead last. The new manager immediately benchmarked the sales position using Business pilot’s Work Environment process process, and he compared his current salespeople to that benchmark. He quickly discovered that a massive 75% of his sales force did not match the sales position benchmark. By replacing that 75%

with superior salespeople who did, in fact, match the benchmark, his team skyrocketed to No. 3 out of the 22 sales teams.

For both Company A and Company B, job benchmarking revolutionized their sales teams, increasing the profitability of each company. When you have the right people in the right jobs, you will create more dynamic teams with higher engagement, retention and development.

To learn how JOB benchmarking can revolutionize your hiring practices, contact Chris Wilkinson, Business Pilot at  (905) 275-2907.

Chris Wilkinson.                              

Certified Business Behaviour & Attitudes Analyst.               

Business Coach.

Tel: (905) 275-2907 (Mississauga).

E-mail: buspilot@bell.net

Are your salespeople making the same style of presentation to every buyer?

 People buy from people they like---BUT what do they like???

The following statements are True:

·         People tend to buy from sales people who have behavioural styles similar to their own.

·         Sales people tend to sell more to people with behavioural styles similar to their own.

·         Sales people who are aware of their behavioural style and learn to “blend’ with their customer’s style are able to increase their sales.

                

How many sales do your salesmen lose because of not ‘behaviourally” treating your customers in the buying style that the customer prefers?

PEOPLE BUY FROM PEOPLE THEY LIKE!

(ie: Birds of a feather, flock together)

Some buyers:

·         Like you to be direct                *   Like personal talk.

·         Like to have fun                       *   Like time to think.

·         Like new products.                  *   Like to negotiate.

·         Like proven products.              *   Like showy products.

·         Like a lot of data.                     *   Like traditional products.

·         Like to be touched.

                                           …and some DON’T!

                        

              There are 4  behavioural languages, ONLY 4, and every human being on Earth fits into one of them………..

·         Dominant.       )

·         Influencer.       ) 

·         Supporter.       )    Known as D-I-S-C.

·         Compliant.      )

                    If your salespeople do not understand these 4 styles of buying behaviour and how to adjust their selling style and sales closing strategy, ie. the DISC language, you are saying goodbye to valuable sales dollars. The single, best way for the company chief sales executive to increase sales dollars and customer satisfaction is to train the sales team in the DISC language and to apply the most effective techniques to close the sale successfully.

            Your salesman must know:

1.      His own behavioural style.

2.      Know his customer’s buying behavioural style.

3.      How to blend his selling style, with that of his customers, to eliminate friction in the sales process.

4.      To apply the type of sales close technique most successful for a specific buying style.

            A 3 hour seminar presentation to your sales force/customer service people at your next sales meeting.

            Interactive: each participant is supplied with a 20 page assessment of their personal selling style , a BENCHMARK ---- (10 minutes only to complete on the internet, 24/7, in advance of the meeting) plus 12 different closing strategies applicable to different buying styles.

          

           IDEA:  Invite your customer’s sales people to attend. An excellent opportunity to “bond” and show them that you care.

           Upon request, I will send you a 13 slide sampler of the presentation, plus an offer for a complimentary/no obligation selling style assessment, so that you can fully appreciate the powerful report and seminar content.

           I look forward to hearing from you with any comments/ questions that you may have.

Chris Wilkinson.                              

Certified Business Behaviour & Attitudes Analyst.               

Business Coach.

Tel: (905) 275-2907 (Mississauga).

E-mail: buspilot@bell.net

Discounts can easily destroy your profits....

If you sell your product or service at a gross profit of 40%:

• Offering a 5% discount means you need to sell 14% more volume to make the same dollar amount of gross profit.
• Offering a 10% discount means you need to sell 33% more volume.
• Offering a 20% discount means you need to sell twice as much!
• Offering a 30% discount means you need to sell four times as much!
• Offering a 40% discount means you don't break even no matter how much you sell!

These numbers also work in reverse. The higher your price, the less volume you have to produce for a given dollar amount of profit! Even a small price increase can generate significant additional profit.

We know what you're thinking: What if I increase my price so much that I drive away most of my customers? If you've done your homework and are providing more perceived value for your customers than you are charging, this won't be a problem. Even companies that have a monopoly in the marketplace are limited by that perception of value. When a business comes out with a new product or service and they are the first to market, they may be able to charge high prices initially. But those higher prices can't be sustained for very long. Other businesses will see those prices and develop their own lower-cost alternatives. Examples throughout history abound. And the higher the initial price and profit margin, the faster a competitor will come to market with a less expensive alternative. Don't let this possibility keep you from increasing your prices!

Instead, enjoy the additional profitability and reduced workload. Use that increased profit to BUY YOURSELF SOME TIME for the strategic work of reducing your costs, laying the foundation for growth, and researching new market opportunities. Reducing your costs ultimately allows you to reduce your prices while maintaining the same level of profitability, but you need time and money to create that value for your customers and for your business. Don't sell yourself short. You and your business are worth it!

Chris Wilkinson.                              

Certified Business Behaviour & Attitudes Analyst.               

Business Coach.

Tel: (905) 275-2907 (Mississauga).

E-mail: buspilot@bell.net

Strategy tips to sell more products on-line…..

Product pages, blog posts, social networks, and newsletters are the various distribution channels that brands can leverage with compelling content. Using these channels in innovative ways is what sets companies apart from their competitors and how consumers decide where to spend their money. Your website needs to convey trust, rank high on search engines for visibility and be found by people searching specifically for your products with intent to purchase. Here are eight important strategies to improve your website’s content and help you more products.

     Analyze your competitors content as well as your own – Create a list of criteria to review other websites so your research is objective-oriented. Becoming inspired by how relevant websites use content in creative ways may shine a new perspective on problems you’re facing.

1.                           Which products are top selling and how are they marketed?

2.                           Is there an outstanding use of content that helps demonstrate product value?

3.                           What is the personality and tone of their content?

4.                           How is content being used throughout the payment process?

5.                           Are there any product reviews? – note what customers talk about.

6.                           Once a product is purchased, are there actions a user can take in the confirmation email for more engagement?

7.                           Do they offer any promotions, giveaways or host contests?

8.                           How are they using blog posts and social networks to promote their products?

9.                           What content and products are most prominent on their mobile site/app?

10.                     What could be improved about their content overall?

User feedback is the most direct method of knowing if users are grasping the intentions of your content. When users embrace your website and are receptive of your brand, it’s more likely they’ll have intent to purchase.

Survey existing and potential customers and let them know you appreciate their time with an incentive like a freebie, discount, or coupon to ensure you have their full attention. Your goal is to ask them questions that gather their thoughts on your products and brand.  Some sample questions to consider:

1.                           Do they understand the value of your products?

2.                           Did they find all the information they were looking for on your website?

3.                           What do they enjoy about your brand, website and products?

4.                           Do they have any feedback or requests for your products?

5.                           Do they find your pricing reasonable?

6.                           Why did they choose your product over your competitors? (if this applies)

7.                           Have they read or created any product reviews?

8.                           Would they recommend your products to friends and, have they already?

9.                           Did they share your products on any social networks?

What other websites have they purchased products from?

Chris Wilkinson.                              

Certified Business Behaviour & Attitudes Analyst.               

Business Coach.

Tel: (905) 275-2907 (Mississauga).

E-mail: buspilot@bell.net

8  selling statements to motivate your highly cautious, analytical buyer….(ie; reduce the transactional friction)

1. There has been a great amount of input into this product that ensures it’s quality….. (ie: well researched).

2. Once you have taken the time to examine the facts, you will see that this is the correct decision purchase for you….(ie: provide full factual analysis).

3. You are in a position to examine the facts. Complete the analysis, interpret and draw your own conclusion….(ie: no pressure from me…prove for yourself).

4. With a purchase decision as important as this, let’s set up several appointments where we can examine all the alternatives….. (ie; NO rush on this. NO fast , hard close).

5. I have brought along all the information that you will need to thoroughly investigate the product and determine if it is right for you…(.ie: make sure you have leave behinds).

6. My other clients found this to be the perfect solution to their problem. With your emphasis on standards, you will probably find this fits in well….. (ie: likes testimonials).

7. You can see that our warranty eliminates any risk on your part. We stand behind the product 100%….. (ie; remove the FEAR of  buyer error).

8. This is a proven product, having been out on the market for many years, so you know that you have something that you can rely on…… (ie: likes ‘tried & true’).

People BUY from (sales) people they like. People like to BUY from people like themselves.

“Birds of a feather flock together” …..ie; behave like your customer.

Working with you.

Chris Wilkinson.                              

Certified Business Behaviour & Attitudes Analyst.               

Business Coach.

Tel: (905) 275-2907 (Mississauga).

E-mail: buspilot@bell.net

Top 7 Ways To Empower Your Employees, Staff, Or Team…

Empowered employees can bring about amazing improvements in quality and productivity while simultaneously improving morale. When managers empower effectively, they never give up responsibility or authority completely. They merely share these two elements with subordinates. In fact, their own authority is often increased.

Here are seven ways you can empower your team, staff, or employee:

1. Assign tasks that will allow your subordinates to grow and take on additional responsibilities. This will be motivational to them because it says to them that you feel they are valuable.
2. Explain the reason for this task being given to them and let them know "what's in it for them."
3. Always give very clear directions. Explain the overview of the project first and then give them the details.
4. To assure that you and the employee are on the same wavelength, allow them to ask questions and have them repeat your instructions back to you. The best way of all is to do it with them, and then have them do part of the task while you observe to assure that they fully understand.
5. Explain why a procedure is done a certain way. If they understand the reason, they can figure things out on their own much easier and not bother you all the time with questions.
6. Demonstrate that you trust your people. Give them the amount of authority they need to complete the project without checking back with you on every detail. However, you should put controls in place so they know when they should check with you.
7. Solicit suggestions from your employees as to better ways of completing the project. You might be surprised at some of the good ideas they come up with. Let them do it their way, if the result will be satisfactory. 
   
   BONUS TIPS 

o        Get the employee's input as to what is a realistic due date. Be specific as to when you decide it will be due. Don't say, "Get this done as soon as possible." If you need it by tomorrow afternoon, say so clearly.

o        Establish priorities for the work. Make certain that they know what needs to be done first and why.

o        Follow up but don't constantly look over their shoulder and be accessible when they need help.

 

Chris Wilkinson.                              

Certified Business Behaviour & Attitudes Analyst.               

Business Coach.

Tel: (905) 275-2907 (Mississauga).

E-mail: buspilot@bell.net

How to Close More Sales

When you move from 'vacuum salesman' to trusted advisor you seal more deals.

Every day, I hear from someone who calls themselves a "software salesman" or an "insurance saleswoman," and I wonder why they pigeonhole themselves this way.

And then it strikes me: They are product peddlers as opposed to salespeople.

What do I mean by this? Well, a gifted salesperson can sell anything to anyone. Not because they have great products but instead because they are supremely confident about themselves and know they can charm and intrigue virtually everyone they come in contact with.

And the way they perform this magic act, of sorts, is not by touting themselves and bragging about how wonderful they are, but instead by revealing a genuine and unrelenting interest in others. They care about the following:

• What makes their prospects tick.
• Why they are passionate about their work.
• What they value about business, family, life and friendship.
• Who they are as "regular" people, as opposed to their executive titles.
• What their dreams and goals are.

When people recognize that you are truly interested in them, an extraordinary chain reaction occurs. First they think about themselves. Then they think about you, and they appreciate that you have genuine interest in the traits and attributes that make them unique.

They feel engaged. They feel connected to you in a way no sales manual ever discusses or recognizes. They feel a certain intimacy--that is the most powerful sales builder that can ever be unleashed.

None of this is manipulative. It's based on a legitimate interest in and involvement with others that builds a bridge between you and the client. A bridge of faith, trust, mutual interests, even friendship.

When you obtain this level of intimacy, you can sell the world. But paradoxically, it doesn't come across as "selling" because there is no product or service at the forefront. Instead, there is a personality, an intelligent and compelling human being, developing a bond with another.

How do you know when you have achieved this special status with your customers and clients? Consider the following checklist:

• They turn to you for advice on issues outside the realm of business.
• Your relationship evolves into a form that cannot be defined by an order or a transaction.
• It is clear to you that the other person truly enjoys your company. Being together transforms from a "have to do" to a "want to do."

Do you still want to think of yourself as a "real estate salesperson?" Now might be the time to delete that product from your title.