Sales Fulfillment Issues

I hear this one lament over and over from fellow salespeople: "I did my job and sold it, and then the back end screwed it up."  Has this happened to you?  Doesn't it drive you crazy?


First, make sure the weak link isn't you!  You may be terrific in the field, and not so great on follow-up.  You may make wonderful presentations, and make errors on your paperwork.  If you aren't squeaky clean on your process, when the time to comes to solve the problem, you may be considered part of that problem!  Confirm everything you can in a bullet-pointed email to your customer, including your scheduled follow-up calls and dates.  Make sure all relevant addresses and phone numbers are in that confirmation email.  And make sure the same email goes to your fulfillment department whenever appropriate.  (Fulfillment will appreciate the heads up!)  If you've covered these bases, move on.


Second, don't jump the gun.  If the fulfillment department falls behind occasionally, or only when things are extremely busy, let it go. Or better yet, ask your manager how you can help the fulfillment go more smoothly during crunch time.  Life gets easier for you AND fulfillment, and you're recognized as willing to pitch in and help the team reach its goal.


If it's time to address the issue, look at the big picture. The messenger of bad news is never received with open arms.  Management is interested in facts and solutions, not counting up problems.  If you present things well, you'll supply both facts and solutions.  Make the news as attractive as possible. 
Discuss fulfillment problems when you and your boss are on good terms.  If you discuss it when you're missing quota, late on paperwork, or have been late or absent for a couple of days, it will sound like an excuse for your poor performance.  On a day when you've delivered more than expected and the boss is beaming, mention your concerns.  Then, send them in writing.  Make your notes clear and without blame.  Make sure you indicate with whom you've spoken in fulfillment, and what supporting paperwork has been sent to them and received from them.


If you deal directly with fulfillment, send an email confirming the contents of every phone call or meeting.  Even if they don't write back, and insist on calling, write a confirmation.  You are creating a paper trail, which will allow you and the managers to identify where the communication breakdown or execution problem is.  If there are frustrated customers, forward their emails to your manager and the fulfillment department.  Keep everyone in the loop with the problems being faced by the customer, and offer to be part of the solution.  Things will improve!

Foundations of the Sale

There are three foundations that make every sale succeed.  They are : 1) Client needs the solution you are providing.  2) Client has reasonable expectation of the product and the service you provide. 3) The client feels they have paid a fair price for the solution provided.  When the client sends a strong buying signal before these three foundations are in place, start the paperwork.  But understand that your job isn't finished.  Don't take the signature until all three conditions are met. 

Short of reaching for the pen and asking for the sales agreement, is there a clear buying signal?  Sure there is.  And when your customer starts to send the buying signal, can you rush the sale, or over-think it?  Of course.  So let's get it right.  It's much more profitable to sell the prospect correctly on the first try than to try to appease an unsatisfied client.

Customers send buying signals from the moment they agree to meet with a sales person.  They'll tell you what they want, what they need, what they have filling that need right now, and why they are considering a change.  They'll ask for a delivery or in-service date. Is that the right moment to close the sale? 

The answer is, only sometimes.  We want happy customers.  They become our advocates and sources of repeat business or referrals.  Still, no one wants to feel like they are part of your agenda. So when they ask, "when can we take delivery" or "what kind of deposit do you need" or "how do I bring my people up to speed on this" or any other classic buying signal,  it's time to stop any overt selling.  They're sold.  It's time instead to educate and advise. That will help ensure a happy customer.

Move to what using the product will mean for that client. Ask them questions about how they anticipate implementation working, and use that part of the conversation to set realistic expectations.  Make sure they understand the payment process.  Clients who can reach out and get immediate answers are usually the happiest, so make sure they have your number, the support number, and the address of the website.  Now you're ready for the signature.

Always send a follow-up email thanking them for their time and business.  If your client will be working with someone else for fulfillment of their order, make sure that you include all of the contact information in the email.  That customer is about to be an excellent referral source for you, and that will keep bringing you commissions as long as they are happy!

Shake Off Your Stale Sales Pitch

We all learn them: Long pitch, short pitch, elevator speech, card-passing catch phrase...  They are useful; they help us stay on track when we're nervous, and help us cover all the high points in the face of distractions.  And sadly, they can be total killers of a relationship with a current of potential client. 


Everyone wants to buy, and no one wants to be sold.  As sales professionals, we are the least likely to tolerate being "pitched" anything.  So why do we do it as often as we do?  The pitch is a last resort, a checklist, and definitely NOT the relationship builder we need in this competitive market.  So what works? 


Have the client sell themselves.  It's easier than it sounds.  Everyone wants to talk about themselves, their successes, their challenges, and the "obstacles" they have to overcome.  There are a series of questions most clients will find attractive enough to answer, even when they are pressed for time.  In general, they involve asking about current successes, future goals, and challenges to be overcome. When your client answers, they're giving you all the information you need to tailor your offerings to their current situation, and to where they want to be headed. 


Ask targeted probing questions.  We have all sat through dozens of seminars telling us to use probing questions, but no one seems to talk about targeting them.  Read recent press releases, and ask questions based on the image the company is trying to present.  "What made you decide to expand into the Syracuse market?"  Notice their differential advantage, and ask how that focus is working out.  "Your free delivery is the only one in the industry.  Have you seen a change in your customer retention?"  It doesn't matter whether these facts are related to your product or service - it matters that the client understand you are interested in the overall health and productivity of his business.  These questions make you an ally, not a salesman.  Now you're entering the "trusted advisor" stage of the relationship, and that's where you want to be.


Separate features from benefits.  When we deliver a feature and follow it up with a benefit, we can easily fall into a pitch.  When we start with a benefit, "Our customers hire us so they don't have to be experts in small business banking," it's easier to stay client focused.  "How much time do you want your people to spend managing your banking needs?"  Listen to the answer.  The client will tell you where he wants his staff focusing their attention.  Now incorporate those answers into a targeted outline of the features your product/service offers.  "Introducing a new product line in your company is what you excel at.  We would be happy to manage your payroll and credit card processing for you.  We'll save you time, money, and most important, take away that distraction from what you're in business to do."


Keep business and executive profile notes.  This is a must for prospective and new clients, as well as a great way to focus your meetings for existing ones.  If you have existing customers who aren't giving you enough of their business, it's time to make an appointment to "update their business profile."  What is the company's current focus?  What are they moving away from?  What do they see as their biggest strength?  Who are their primary and secondary competition?  Who are the key players, and what is their contact information?  Does their business run deadline-driven cycles?  What are those deadlines or cycles?  When is the most convenient time to contact the decision makers?  Point out that you want to be a resource to their company, and ask what else you should know to make that happen.  Don't sell in these conversations.  Let the customer come to you.  These questions encourage the most honest and creative statements on the part of the customer, and listening is what you need to do.  As you stand up to leave, offer to make a separate appointment to present solutions to their needs.  "I'd like to consider what you've told me and tailor some materials for you to address (this need)."  Your customer will ask you to stay if they have time, and make an appointment to learn more if they don't. 

Style Points

I've learned that people will forget what you said, people will forget what you did, but people will never forget how you made them feel.   - Maya Angelou, American Poet


Every product has a style.  The style is going to dictate the market, and the salesperson.  However, it doesn't change the rules of selling.  Or does it?  The goal in marketing and sales is to intrigue the customer, and make them feel things that will incline them to buy and use the product or service.

Different times in the life cycle of a product dictate different types of sales techniques.  As an example, a new product style, or a whole new invention, will be looking for what they call "early adopters".  These are the first ones to buy any new techno gadget, like to be ahead of the curve on style and restaurants, and know all the words to the newest music before you've even heard of the band.  Offbeat advertising and new marketing techniques are going to get the attention of these buyers.  However, it's not the catchy ads that will sell the product.  The pitch and the close will still be about features and benefits.  How you present those features and benefits may vary, but people don't buy what they don't understand. 

Apple is a favorite among early adopters, but they call some of their sales and education staff "Geniuses".  These people are extremely knowledgeable about every product they offer.  The company is renowned for their customer service.  Non-traditional advertising and non-traditional retail style, with expert and traditional pitch and closing techniques, has been the model of retail success for them for decades.

Remember this ad?

The advertiser is Morgan Stanley Dean Witter.  The concept is all style.  Seriously, the adrenaline hit of bungee jumping is an excellent way to grab the reader's attention.  (Talk about remembering how someone makes you feel!)  The copy (writing in the ad) is all pitch and close.  "Trust.  It's what pretty much all decisions come down to.  And with 75 years of experience...."

Sounds mighty traditional, but next to that photo and caption, it held the attention of the younger market it was seeking to attract.  This brokerage isn't pitching to retirement age investors with this ad, but the copy reads true to the long term image of the company being a solid foundation of knowledge and financial stability for long term investing. There is no goofy slang or trendy phrasing.  You don't want to invest with your buddies.  You want to invest with people you think are smarter than you are.  The product hasn't changed.  The audience they were seeking was all that had changed.  Style.  Not substance.

What's key is the engagement of your prospective buyer.  If you can continue to link the style of your message to the substance of your pitch and close, you're on the right track.

Want to know more?  Schedule an appointment with me to help you improve your closing ratio!
 

How Much Does It Cost?

Customers want to know what it costs.  "It" is the product or service you're selling.  And since the beginning of time, people hate to part with their money.  Ideally, the customers would see the value in your product and do everything in their power to pay whatever you ask.  So how do we make the world a little more perfect?  You need to plan your work and work your plan. 

Build Value
Educating customers on the value of your product is going to make or break your sale, and it's one of the main reasons you draw a paycheck.  You need to present the features and benefits to the prospect in a specific order to build the customer's understanding of the value.  Build a foundation: present the main need the product exists to meet.  Show how the product meets it.  Make it sexy, or at least visceral.  Use words that engage people at a gut level.  If you're talking about a powerful car engine, "thrust," "power," "masters the road."  If you're talking about banking, "relax", "strength," "security", and "knowledge."  Discuss the product as if the customer already owns it.  "Now you'll have the security you deserve."

After the foundation?  Ask a probing question or two and keep the customer engaged.  Respond to their answers by working in some personalized features and benefits.  Ask how your customer is meeting their needs right now.  It's important that when the customer is focusing on price, the sales professional is directing their attention to the value instead.  Be clear in your own mind exactly what information you want your customer to have before they try to make a decision. 

People are more inclined to believe and remember information that they receive in multiple  ways, so make sure that while you're speaking you show, demonstrate or point out the aspects and details that paint the picture you want them to have.  The more the customer can picture themselves using the product or service, the more they will treat you as the expert to help build their vision.  This keeps you in control of the sales process.  Is the picture you want the customer to have complete?  If not, keep building - presenting - the features and benefits that will create a complete understanding of your product.

Stacking

When it's time to present the price, stack the benefits up like pancakes.  "For the hand-built mahogany frame, the wool/linen blend upholstery, the door-to-door delivery service, and the 5 year warranty, it's only $549."  Stacking reminds the customer of all the details you've presented or discussed, and emphasizes value over price. Without waiting for the customer to interject, move directly to an assumptive closing question: "Would you like us to deliver on Friday or Saturday?"  Once again, you are controlling the conversation, and directing the customer's focus to picturing themselves owning the product.  The satisfaction of owning/using the product will outweigh their attachment to their money.  That's when they buy.  Just keep moving through the closing process as if they've already committed.  You'll be amazed how often your confidence that the customer wants the product will lead to the customer owning the product.

 

Building the Sale

In sales, there is only one goal: turn a prospect into a satisfied customer.  That satisfied customer pays your bills, advertises your business, and refers their friends.  They are the single largest revenue generator your company has, and they are the goal that all other activities in business must serve.  How do you do it? For today, let's use the example of a waiter in a restaurant.  The prospect is the diner seated at a table in your section.  They are not yet a customer, as they haven't paid their bill.  And you don't know if they're satisfied until you see the tip, or better yet, see them come back to dine again.

The waiter (salesperson) has the job of building the order.  If they ask, "What would you like to drink?" the check will be smaller than if they come to the table with a sparkle in their eye and tell you all about the "cool, refreshing Mojitos" that are tonight's drink special.  The more things a person orders, the more opportunities the restaurant has to delight them, and turn them into a loyal customer.  And the more things they order, the larger the check.

If the waiter recites the appetizer specials like they're reciting a grocery list, that's also an unsuccessful strategy.  If they say, "You know, asparagus is at the peak of it's season right now, so the chef has designed an amazing asparagus appetizer.  It's grilled with just a little salt and olive oil, some plum tomato slices, and served with a caramelized onion jam and goat cheese.  It's amazing.  I don't know how he does it!" with some energy, it's likely to sell pretty well.  Even if the diners weren't planning to order an appetizer, that presentation will make them consider it.  The appetizer helps build the check.
What if you, the waiter (salesperson), hate the product?  Your customer should never know.  Your job is to present each dish (product) in its most attractive light.  When you do this, people will buy it.  Bigger checks mean bigger tips, and the company stays in business to employ you tomorrow.

The biggest mistake waitstaff (salespeople) make is putting themselves in the place of the diner (customer).  You are not making a living as a diner.  You are making a living as a waiter.  When you walk into work, you are now a sales specialist.  You need to educate the diner, make sure their needs are met, and make sure that both of those things increase your check.  It's not about "fooling" them into anything.  They've come to the restaurant with the intention of enjoying food.  They want a dining experience that they couldn't replicate at home.  Assuming the waiter has done his job properly and educated the customer while selling the product, the diner may leave with an uneaten portion of food in a doggie bag because they ordered more than they could eat.  When they're enjoying their leftovers, they'll be looking forward to when they can go back!

Best of all, the waiter will know he has maximized the check.  They have ordered something from each menu category, and eaten as much as they reasonably could.  The tip is as high as you could achieve.

If the waiter is truly a professional, he will have encouraged them to come back, and planted the seed for other ways the diners can enjoy the product, like catering or private parties.  When the diner comes back in and wants to be seated in his section, he'll know they are a satisfied customer.  Now he needs to do it again!

How Does Your Sale Flow?

Sales Flow.  We know it's important.  How do you develop one?  Let's get specific.

Sales Flow is the process used with the customer to result in the sale.  It's the difference between being a sales professional and being an order-taker.  (Professionals are in control of the process, and order-takers wait to be told what is being purchased.)  Sales flow always includes the same pieces, and what varies is the order.  What never varies is the sales professional stays in control of the conversation.

Omitting any of the pieces of the flow seriously damages your chance of getting the sale.  Even if the customer is chomping at the bit, desparate to buy.  If you don't get through the entire sales process you risk a buyers-remorse cancel, or worse, an unhappy customer who doesn't cancel - they just badmouth you for the length of the relationship.

So what's the flow?  These are the necessary pieces.

Interview - Probing Questions - Qualifying - Need Recognition
These are many words for basically the same thing.  You are questioning the customer about how they're meeting the product need right now, and how they've determined that it's time to talk to you.  Let's use the car salesman as an example.  "What are you driving now?"  "Is this car your primary vehicle?"  "What has you shopping for a vehicle today?"   "What's your dream car?" "What kind of driving do you do the most?" "Do you have anything in particular in mind?" It's particularly effective to combine this step with the "Excitement" step.

Establish Relationship
The reason a salesperson is involved in this sale is the product sells best in a relationship sale.  You need to create a positive relationship with each of your prospects.  Your personality needs to be involved - no robotic conversation here.  Notice everything about the customer that you can.  If they have a bumper sticker about fishing, ask them about fishing.  Let them be the expert.  Relate the attributes of the vehicles back to fishing.  Even if you personally hate fishing (or kids, or antiquing, or whatever they love) find questions that bridge the gap between their passion and your product.

Excitement - Drive - Desire - Urgency
A prospect who is not excited is unlikely to become a customer.  If you're selling cars and saying cars are a necessary evil in today's modern world, your chances of making the sale are much lower than if you're talking about the seat-of-the-pants thrill of feeling the car accellerate with just a flick of the gas pedal.  You need to generate excitement for using the product.  This is the difference between presenting features and benefits and creating urgency for the customer to buy.

Presentation and Disclosure
Features, benefits, and disclosures need to be presented consistently throughout the interaction.  (Features are important facts about the product or service being sold, usually ones unique to your particular product or service.  Benefits are advantages the customer will receive by purchasing your product or service.  Disclosure is making the customer aware of what most of us think of as "small print."  This is any agreement or assumption of liability between the parties involved in the sale.)  Weave the features and benefits through, touching on each one several times.  Touching on the disclosures only once, or providing them in writing instead of discussing them helps to keep the focus on the positive.  If the customer asks about the details of any disclosure, handle them as directed by your
manager.

Close the Sale
This is the part we all love!  The prospect becomes a customer, and commits to the purchase. This is the time to emphasize benefits.  Ask for the customer's business.  Thank them for their business.  Discuss things past the sale, like delivery dates or what the client will feel when they are in possession of the product.  This step also works well when woven through the entire sale process.  "Trial" closes keep your finger on the pulse of your prospect's excitement level.  Checking on what delivery date would be good, or what tow hitch fits well on this vehicle in the beginning or middle of the process can appear to be simple note-taking to the customer while subtly moving your sales agenda forward.