Mastering The Essentials of Sales_8 ppt

This page intentionally left blank... Daniel Boorstin once wrote, “The great obstacle to covering the shape of the earth, the continents and theocean was not ignorance, but the illusion

Trang 1

No matter what the reason

for pursuing thrills, it appears

that CEO’s who seek thrills

are good for business

Ian MacMillan, a professor

at Wharton, believes that many

successful business leaders

begin their thrilling journey to

success with what he calls

“en-trepreneurial insight.” While

thrill seekers get an

adrena-line rush from courting

physi-cal danger, success seekers in business can experience thesame excitement while launching a new business Eager toturn their idea into reality, entrepreneurs are willing toembrace uncertainty and laugh at the possibility of loss.Fred Smith, the founder of Federal Express, felt the thrill

of success when his first plane took off with a dozen ages from Memphis Michael Dell, the founder of DellComputers, experienced the high of assembling his firstcomputer in a college dorm

pack-When a business idea takes root in the mind of an trepreneur, it is hard to tell if the person owns the idea orthe idea owns the person Richard Branson, CEO of VirginAtlantic Airlines, once said, “Being an adventurer and anentrepreneur are similar You’re willing to go where mostpeople won’t dare.” Branson, who risked his life trying tocircle the globe in a hot-air balloon, believes that risk tak-ing is not about thrill seeking, “it’s about not wasting one’slife.”

en-MASTERING THE ESSENTIALS OF SALES

177

REMINDER

We all live with aninvisible countdownclock With everysecond that passes, wehave one second less

to live than a secondearlier Decide to make your life amemorable adventure

Trang 2

This page intentionally left blank

Trang 3

Daniel Boorstin once wrote, “The great obstacle to covering the shape of the earth, the continents and theocean was not ignorance, but the illusion of knowledge.”Many people think they fully understand the power of atti-tudes, but their results often suggest the opposite Their il-lusion of knowledge stands in the way of progress Here arefive winning attitudes that have proven successful in busi-ness over time

dis-1 Attitude toward selling Dr Norman Vincent

Peale once suggested that the salesperson’s attitudetoward self determines success or failure “A negativeattitude creates tiredness, which takes energy and

HOW TO CREATE WINNING ATTITUDES

44

Trang 4

vitality out of you Positive thoughts and images ate a positive emotion You can say, ‘This is a greatday I am fortunate to sell a wonderful product I lookforward to meeting many interesting people today; Iwill be able to help some of these people and they willbecome my friends I look forward to learning a greatdeal today.’ Thinking and talking that way adds toyour enthusiasm and vitality.”

cre-2 Attitude toward managing Cofounder of Amway

Rich DeVos describes the winning attitude for salesmanagers to adopt: “The sales manager is caughtsomewhere between being a boss and being an inspi-rational leader He or she has to show by examplewhat it is possible to do A sales manager has to be atrainer, a manager, a counselor and a hand holderand then has to help his or her people to be all theycan be.”

3 Attitude toward the team Basketball coach Pat

Riley feels that the key attitude is wanting to helpother people “Everybody has the natural desire totake care of ‘me.’ People are primarily selfish individ-uals They don’t really care about the team They willvoice a lot of insincere attitudes about wanting to

help the team, but they reallywant to help themselves If youcan, find people who reallywant to be a part of a greatteam, of something significant,

to do something for others, fortheir teammates and have anattitude and a passion that

MASTERING THE ESSENTIALS OF SALES

180

SUCCESS PRINCIPLE

Attitudes drive skills,

and the persistent

application of attitudes

and skills creates

outstanding results

Trang 5

doesn’t depend on money These people know that ifthey continue to chase the dream and really believe

in what they’re doing, the money and rewards willfollow them.”

4 Attitude toward the company Stephen Covey

once said that the common attitude of corporations is

to create rules and regulations at the price of dom and initiative “So what’s the solution? To come

free-up with a set of principles and a common vision thateverybody can buy into—and then to make people ac-countable When you get enough people with infor-mation, you raise the consciousness and unleashenergies For the principle-centered leader, informa-tion then becomes power: the power of a collectivewill to accomplish the mission of the organization.”

5 Attitude toward the customer Many

organiza-tions tend to listen to their customers before thesale and then ignore them after the sale Author

Richard C Whiteley suggests in his book, The tomer Driven Company, Moving from Thought to Ac- tion, “Saturate your company with the voice of the

Cus-customer Create real intimacy between yourselfand the customers.”

181

Trang 6

Trang 7

One of the key goals of any salesperson is to create morehappy customers The logic is compelling Since happycustomers will give us more of their business, they willrefer us to more of their friends and, as a result, we will dobetter Plato once wrote, “He who does well must of neces-sity be happy.” That thought brings up two questions: “Areyou doing well?” and “Are you happy?” If the answer is “Yes”

to both questions, skip this article If you think you aredoing well, but feel a lack of happiness, then we have twoproblems to discuss One: How can you continue to makeother people happy if you are unhappy? Two: What can you

Trang 8

Before we go any further, let’s define what we mean byhappiness One of the difficulties in defining happiness lies

in our forever-shifting awareness For example, when weare completely healthy, we are not aware of our bodies.The same is true with happiness When we are completelyhappy, we don’t lack anything and we ignore our capacity to

be unhappy It is only when we are unhappy that we areaware of both—our unhappiness and our longing to behappy Many people associate happiness with pleasure Al-though pleasure can lighten unhappy moments, happiness

is the result of long-term meaning Whenever we engage inwork that we really love to do, we will always lose track oftime and feel an abundance of energy

What can we do to become happier? Instead of findinghappiness for themselves, some people spend more timemaking others believe that they are happy They deludethemselves by assuming that we always become what wethink about They forget that happiness is not an act ofwill, but an action skill When we’re engaged in a meaning-ful task where we exercise our basic skills, we lose oursense of time and forget about our capacity to be unhappy.Many unhappy people think that getting away fromtheir troubles holds the key to their happiness The dailypressures of holding a job; the inconsiderate demands offamily members; and the uncertainty of raising children in

a society riddled by drugs, crime, and unemployment oftenwear down the most cheerful person While trouble oftenspoils happiness, the French writer Montaigne suggestedthe bold idea that inner happiness can exist no matterhow severe the troubles on the outside Montaigne wrote in

184

Trang 9

1570, “When the city of Nola

was ruined by the Barbarians,

Paulinus, who was bishop of

that place, having there lost

all he had, and himself a

pris-oner, prayed after this

man-ner: ‘Oh Lord, defend me from

being sensible of this loss; for

Thou knowest they have yet

touched nothing of that which

is mine.’ ”

I remember conducting

in-terviews with American pilots who were shot down overNorth Vietnam Although they spent many years in prisoncamps, were tortured, malnourished, and deprived of themost elementary conveniences of modern life, they all feltsorry—not for themselves—but for their captors Why? Be-cause they knew that none of the prison guards had everexperienced freedom Through it all, these POWs main-tained their capacity to be happy

Montaigne suggested that we all should reserve a cred space in our hearts or minds, “a backshop wholly ourown and entirely free, wherein to settle our true liberty.” It

sa-is in thsa-is sacred inner space where we store our greatesttreasures and hide them from decay or violence

185

SUCCESS PRINCIPLE

Self-leadership doesn’trequire superhumanstrength; it requires onlydiscipline andcommitment The onlyone strong enough tohold you back frombeing happy andsuccessful is you

Trang 10

Trang 11

to take me out on a course in Scottsdale, Arizona, and I member hitting more cactus plants than fairways I’llnever forget the score: 72 on the front nine and exactly thesame on the back nine I gave myself credit for consistency.

re-Soon I found that the word golf can be a great

ice-breaker and concluded that it pays to play Golf not onlybrings out the child in the customer, it also makes pretense

Trang 12

and masks disappear Whencustomers hit a bad drive andthe ball disappears in thewoods, do they lose their tem-per? Do they cheat? You canjudge people’s characters veryquickly when you observe howthey handle pressure on thegolf course.

A year ago, I played around of golf with a CEO whoapproached us to do businesswith his company During four and one-half hours of play-ing golf, I learned that this person was honest, highly com-petitive, personally encouraging, and generous in spirit.After a year of working with his company, the initial char-acter reading turned out to be very accurate

Over time, I’ve found that a $120 round of golf with a jobapplicant gives a more accurate reading than a $120 psy-chological test report However, while you can get a good

“read” on your customers by playing golf with them, make

no mistake: Your customers will also watch you like ahawk When they ask, “What was your score?” chances arethey’re testing your honesty

It took me a while to realize that little things mean a lot

on the golf course I’m still embarrassed when I think of thetime a friend explained to me that I had just walked over acustomer’s line of putt I had no idea that my footprintscould make an impression on the green and cause a ball tomiss the hole

188

ACTION TIP

Write your clients’

hobbies in your contact

management or CRM

program When you see

an interesting article

that relates to

someone’s hobby, send it

to that client with a

brief note

Trang 13

Figuring out people appears to be a lot easier than derstanding the idiosyncrasies of your own game But whatcounts most, in business as in golf, is the bottom line Ittook me no time at all to realize that golf is a great closingtool I remember when I traveled with one of our salespeo-ple to visit a “tough” account When we sat down, I noticed

un-a putter in the corner of the room I used the mun-agic word

golf, and within seconds the prospect set up a target in the

form of a coffee mug, and we happily practiced putting inhis office The game of golf created an instant bond; weclosed a $22,000 sale; and I understood what the saying

“Drive for show and putt for dough” means

189

Trang 14

Trang 15

he lined up the six-foot putt and missed the hole by twofeet He had casually walked up and struck the ball with-out stopping It rolled straight at first, then took a slightturn and rolled right past the hole His face turned red Hehoped for a birdie, screwed up an easy par, and ended upwith a bogey Many golfers have experienced that agoniz-ing moment Many important matches have been lost thisway That’s why golfers say, “If you can’t putt, you can’t win.”The same is true in selling How we approach the cus-

Trang 16

tomer is critical; how we readthe business opportunity isvital; how we shape our strat-egy is important; but if wecan’t deploy the finesse toclose the deal, all the brilliantefforts that preceded the closeare futile.

The big money winners ingolf follow some fundamentalrules for putting Surprisingly enough, these rules applyalso to closing sales

1 Never use a putter until the ball is on the green Amateurs sometimes try, when some yards

off the green, to roll their ball onto the green with theputter The strategy hardly ever works Salespeoplewho apply a closing technique before the customer isready will rarely get the chance to conclude the sale

2 Study the roll of every green Salespeople need to

carefully survey the emotional landscape of theprospect It’s better to read the prospect’s intentions,motivations, and emotions than to analyze and dis-sect the logical content of the customer’s statements

3 Never use force Pros putt with an easy, effortless,

pendulum-like swing Like the golf pro, a sional salesperson does not force a close on a cus-tomer

profes-4 Keep your eyes directly over the ball When

your head is not directly above the ball, it is muchharder to line up the putter Golf pros visualize the

Trang 17

path the ball will take from the putter to the hole fore they strike the ball Likewise, top salespeople al-ways keep their eyes squarely focused on thecustomer’s position in relation to the close.

be-5 Don’t rush If the putt has too much speed, the ball

will bounce right over the hole A fast-talking person has little chance of turning an open-mindedprospect into a customer Top sales performers areable to select the right pace that is comfortable foreveryone

sales-Many salespeople get too anxious when it comes to ing sales Top sales professionals follow a process, and un-like my golfing partner, they don’t allow their emotions tooverride that process They confidently focus on the processthat results in their progress

clos-MASTERING THE ESSENTIALS OF SALES

193

Trang 18

Trang 19

1 Keep your eye on the ball One of the reasons why

golfers don’t hit the sweet spot is that they let theireyes wander Sales executives must never lose theirfocus on their customers Everyone on the teamneeds to be reminded that it is the customer whowrites our checks, not the sales team

2 Focus on your strategy and avoid traps

Re-member, there are two games in golf: One game is in

Trang 20

the air; the other on the ground Similarly, there aretwo games in selling: One is creating opportunities;the other is solving problems Good sales managersare those who drive their team to find opportunitiesand help keep them out of trouble.

3 Use power wisely My biggest problem with golfing

is overkill The harder I hit the ball, the shorter itflies My goal is to use less force and more finesse.Many sales managers tend to use too much force andtoo little finesse Next time you need to make adjust-ments in your team, address the issue squarely, butuse a gentle grip

4 Practice if you want to do better The best way to

lower your score by five strokes is to practice for ahalf-hour before every game Likewise, good salesmanagers periodically spend a half-hour with eachsalesperson on the team to improve their scores Wecan only grow sales continuously if we are committed

to continuous learning

5 Keep pace with the team ahead of you Imagine

a round of golf where everyfoursome on the course spendsfive minutes searching for er-rant balls on every hole Themoment a sales team slowsdown, the entire company be-gins to suffer Your customersexpect a high speed of execu-tion, while your competitorscan’t wait to catch up Many

Định dạng
Số trang	23
Dung lượng	258,21 KB