Below is your sales management checklist. Its purpose is to help you stay on top of the primary issues that should have your attention on a regular basis, and to avoid letting the important success factors slip through the cracks. Your particular sales world will likely involve a few more points or slight changes that are specific to you and your team/ company/ industry.

Consistently addressed, these are the sales management fundamentals that’ll put you and your team in front of the pack… and keep you there.

(download the complete guide to the left)

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Your people

• General periodic discussion & review
• Goals & expectations understanding
• Sales skill training
• Motivation & inspiration
• Knowledge training (product/ service/ industry)
• Recruiting
• Promotions/ new roles/ new positions
• Performance reviews
• Recognition

Operational issues

• Activity numbers
• Sales numbers (revenue/ units/ margin)
• Sales process review
• Sales communication review & distribution
• Before-and after-the-sale review (processes)
• Lead generation
• Barriers to remove from sales efforts

External relationships

• Top customer contact & review
• Top competitor review
• Top partner contact

Self-development

• Management skills
• Additional contributions

Now go lead someone.~>

Connect with Sam (guy behind this stuff)…

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Your responsibility as a sales professional is to work the earlier stages of the sales cycle so that closing becomes a natural conclusion if both parties benefit – this includes, closing continually throughout the process. Keep in mind, closing is really the beginning of your business relationship – both parties should be excited about working together.

The closing tool is designed to give you and your team a quick and comprehensive checklist of your “need to know” points before attempting a standard close (trial closes don’t require the knowledge of all “need to know” points – trial closes serve as more of a qualifying function and help the process move to the standard close). While it may be valuable to have a basic understanding of the “traditional” closes articulated in many older sales manuals (e.g., the assumptive, the puppy dog, the physical action, the choice, the last chance, etc.), it’s these “need to know” points that create the opportunity for any effective close – these are non-manipulative and universal.

The correct answers to these questions assist in developing the close into the natural conclusion we all seek in the process. Work through them for each prospect in your pipeline right now and be sure you’re on the right track to closure.

Additionally, we’ve included some sample closing statements. These are simple statements and questions that help everyone involved in the sales process move smoothly to closure. Use what you like, toss what you don’t and build on those appropriate for your sales world.

No silver bullets. No slick lines.

Closing comfort comes from basic preparation… done well.

Just Sell®.

If you like this tool, you might also like the author’s message on commitment called Cross The Line. Use this link to watch the quick little video.

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The closing checklist

• Is there value in my product or service for my prospect?
• What is the hard dollar value? (return on investment, money savings, etc.)
• What other value is there? (prestige, safety, non-monetary improvements, etc.)
• Does the prospect understand and value the benefits of my product or service?
• Is a decision to buy my offering better than a decision to create my offering in-house (on their own)?
• What risk to the prospect do I need to minimize or alleviate in regard to this buying decision? (financial, time of implementation, opportunity cost, prestige, what their boss/peers might think, etc.)
• What urgency have I created to encourage the prospect to move forward now? (time to market, discounts, delivery incentives, guarantees, etc.)
• Why is buying my product or service a better decision than moving forward with my competitor (or taking no action at all)?

Sample closing statements

(Closing statement should be delivered or asked with confidence and an expectant attitude.)

• Would you like to move forward?
• Are you ready to get started?
• Can we go ahead?
• We can start the process today with a credit card if you’d like.
• We can deliver it to you by the close of business tomorrow if you’d like.
• We can have it delivered by the end of the month if we can get a signed contract into the implementation department by Thursday.
• Should I forward a contract so you can get started?
• Would you like to try it for a quarter?
• It’ll take a few weeks to process and ship the order so if you’re interested in moving forward, we should start the paperwork now.
• Let’s get this off your plate and start the paperwork. What do you think?
• Let’s start the process so you can get onto your other priorities. Sound good?

Now go sell something.~>

If you like this tool, you might also like the author’s message on commitment called Cross The Line. Use this link to watch the quick little video.

__________

Connect with Sam (guy behind this stuff)…

Facebook | LinkedIn | Google+ | Twitter

Copyright © 1998 – 2011 by Give More Media Inc. This was written by Sam Parker. If you’d like to tell people about it somewhere (e.g., blog, newsletter, Facebook, social media), please reference Sam Parker of JustSell.com as the author and link directly to the article. Excerpts are great but please don’t publish the article in its entirety without advanced written permission (email Sam using the address at the bottom of this page).

And we all have the same amount of it. Same days in a month, hours in a day, and minutes in an hour for everyone. It just seems to work better for some than others.

Below is your time management checklist for sales leaders. It’ll help you identify the important elements to consider when developing your personal time management system. Some aspects may apply to your sales environment, some may not – use what works for you and skip the rest.

Moving forward, be sure to evaluate your time management practices periodically and use this checklist as your guide.

It’s your sales time. Are you rich enough not to waste it?*

Be SalesTough.

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Organize your time

The money hours

• Organize your day around the money hours – the hours when you can and should be talking with prospects and customers
• Handle non-revenue generating activities before or after the money hours

Prospecting hours

• Dedicate a certain percentage of money hours to prospecting-only time
• To increase the probability of reaching prospects, vary the time of day you prospect
• Schedule it, do it, love it

Follow-up

• Queue up and standardize your frequently used follow-up emails and communications for easy production and distribution
• Document follow-up activity immediately – don’t set it aside

Professional development

• Schedule non-money hours for sales skill development or improving industry and/ or product knowledge

Understand the value of your time

Sales days

• Be aware of the sales days for each month and quarter
• Know where you are in the sales time line and plan accordingly
• Download and post a sales days calendar

Sales stats

• Understand and track your sales stats so you can plan effectively
  • dials to contacts
  • contacts to qualified leads
  • qualified leads to proposals
  • proposals to contracts
  • contracts to customers
  • dials per hour
  • follow-up calls per hour
  • follow-up attempts before disqualifying
  • determine the value of each sales hour given your earnings level/ target

Extra time

• Choose a reasonable amount of extra time to dedicate to each sales day (10 extra minutes each sales day adds one extra sales week to your year and potentially one extra week of income… if not more)

Productive down time

• Always have something to read always – always – for flight delays, waiting rooms, and lines
• Use drive time for sales development, practice (e.g., confident closing statements, objection handling, asking open-ended questions, etc.), and phone calls (get a headset if you can – no texting)

The extra call

• One extra call a day is more than 250 extra contacts in a year

Remember time management basics

Start early

• Not only for the day, but also for the week, month, and quarter
• Start early on projects and sales appointments

Plan ahead

• Look ahead to sales days around holidays, end-of-the-month and end-of-the-quarter and plan accordingly
• Be aware of the sales timeline (cycle) for your product, where you are in the month, and where you are with the prospect

Respect time

• Your time, your prospect’s time, your customer’s time
• Professionals don’t waste time and prospects and customers respect those who understand this – be punctual and be succinct

TIC TOC

“Life all comes down to a few moments. This is one of them.”

Bud Fox
Stock Broker
from the film, Wall Street (1987)

Now go sell something.~>

(The “Are you rich enough not to waste time?” question above was inspired by the film Wall Street – 1987. The antagonist, Gordon Gekko, while not a great role model, gave us some great lines. This one implies that wealthy people understand that time is very valuable. Full clip here (21 seconds).)

For the formal presentation opportunity, you’ve likely worked through a tremendous amount of grunt work, front-end discussions, needs analysis, and internal buying processes to get to the presentation stage with a prospect or customer. Even for the informal presentation, the front-end work invested by a salesperson can be enormous. And in some cases you may not know which you’ll have the opportunity to deliver until the last moment. Fortunately, the professional is prepared for either.

Below is your checklist to effective presentations. It’s based on the fundamentals. As you create your standard presentations in written form (any other form is not preparation), keep the checklist handy. When you’re done, evaluate your work by checking yourself against it. You should be prepared for both formal and informal presentations for each prospect type you have in your sales world. With the standards built and practiced, customizing for personalities and specific scenarios is a quick task. Remember… Do not wing a presentation because of laziness or a rationalized concern that your message will sound canned – a professional prepares, period. (<<that’s an added period for emphasis)

Be SalesTough.

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A professional’s presentation

I have…

• Scripted (in writing) my standard presentation(s)
• Outlined my scripted presentation as a guide for the actual presentation
• Scripted (in writing) responses to any probable questions or objections that may come up
• Delivered my standard presentation(s) to at least two different people who have offered me feedback
• Prepared appropriate standard presentation material for my expected audiences and forums (e.g., auditorium, small round table, conference room, hallway, etc.)

My presentation…

• Focuses on the benefits of my offering as they relate to solving the specific problems of the prospect
• Begins with the most important benefits and continues in descending order of importance (including only pertinent benefits)
• Has no unneeded statements (zero fluff – ask, "does it really matter?")
• Includes a very brief company background discussion only if it adds credibility to the product or service or if it’s anticipated that the audience would like it addressed (no one needs to know when Apple, Microsoft, or IBM were founded)
• Includes appropriate, customized, and easy to understand illustrations where applicable
• Includes opportunities for prospects to engage
• Includes a powerful conclusion which clearly illustrates the benefits my prospect will receive as a result of buying my solution now
• Is 10% shorter in terms of time than would be expected for a presentation which discusses a solution of its relative complexity (and then is clipped another 10%)

I will be sure to…

• Minimize the preparation work on the part of the prospect (e.g., acquisition of projectors, flip charts, markers, etc.)
• Confirm all individuals necessary to purchase my solution will be present
• Be enthusiastic and transfer my enthusiasm to the individuals in the room
• Avoid reading directly from any slides
• Avoid reading directly from my scripts and outline
• Avoid using industry jargon unless I’m absolutely sure the attendees will understand it (absolutely sure)
• Share my attention with all individuals in the room (not only the primary decision maker)
• Confirm the next action steps with all appropriate parties at the conclusion of the presentation

 
Now go sell something.~>

Handled as an account management function of the sales department or by another department altogether, customer service is another opportunity to enhance your company’s relationship with existing customers and prospects. To improve service is to improve the experience at each and every point of interaction that customers and prospects have with your company. (For simplicity throughout this guide, customers and prospects will be referred to only as customers. Both should be treated equally well because it’s the right thing to do. But remember, customers keep the lights on.)

Remember, quality customer service is defined by the individual experiencing it, not you (and perception is realitiy). Your goal is to exceed expectations (you’re a Smover, aren’t you?)

The customer service checklist is your guide to deliberately identifying your points of customer interaction and scripting the experience – orchestrating something wonderful (mediocrity is for your competition and the airline industry). It begins by identifying the points of interaction and then asking…

1. What does the customer want at this moment?
2. What experience does the company want to provide the customer?

And remember, it’s not only the people in sales and customer service that can get, lose, or retain a customer. It’s everyone.

Be sure to radiate the sales culture.

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Before the sale…

Identify all possible points of interaction between your prospect/ customer and your company before the sales process even begins…

• Brochure received
• Letter received
• Telephone call answered
• Others?

As a team, identify your points of interaction and decide what experience you want your customers to have at each point. Write down what you feel that experience should be and create a script to orchestrate the desired outcome. For example…

Interaction: Inbound telephone call

Experience: All inbound calls are answered before the third ring with a pleasant greeting (smiling) using the company name and the person’s first name.

“Thank you for calling ABC. This is Tom. How can I help you?”

Some thought prompts to help you…

• How easy is it for customers to contact the correct department/ person/ office?
• How easy is it for customers to contact your company by phone/ fax/ email?
• Is your phone number clearly listed on all your collateral materials, including your web site (on all pages)?
• How quickly is the phone answered? Does everyone strive for the same standard (e.g. all inbound calls will be answered before the third ring)?
• Are customers greeted with a smile (on the phone or in person)?

During the sale…

Identify the typical interactions between your customers and your company during the sales process…

• Need account information to place an order
• Asks about product
• Asks about delivery times
• Others?

As a team identify the typical interactions during the sales process and decide what experience you want your to have at each point. Write down what you feel that experience should be and create a script to orchestrate the desired outcome. For example…

Interaction: Customer doesn’t remember her account number

Experience: People are trained how to efficiently look up an account number using another piece of information.

“That’s not a problem. Would you mind confirming the spelling of your company name for me?”

Some thought prompts to help you…

• Are your people smiling and pleasant throughout the process? (Are they Smovers?)
• Are your people fully attentive to the customer?
• Are your people efficient in conducting the transaction?
• Are your people trained to “lead” customers through the transaction so it’s easy for the customer?
• Is the transaction process efficient? Does it require unnecessary information or duplicate information?
• Is the customer ever required to wait too long to finish the transaction?
• Do your people sincerely thank customers for the transaction?

Script the desired experience for the top three transaction types and common interactions. Train your people who handle these interactions on how to deliver the ideal customer experience from greeting to thanking the customer for the order.

After the sale (problem resolution)…

Identify the typical challenges or mistakes that might occur after a sale…

• Order received incomplete
• Order did not arrive yet
• Account was over billed
• Others?

Create scripts for how each of these typical problems should be handled. Remember that with problem resolution, each problem is unique and the process should include opportunities for your people to handle the problem efficiently (by doing things right) and serving the customer effectively (by doing the right things). For example…

Interaction: Customer calls with a technical question and can’t find the right person to help

Experience: People are trained to handle the call with a sense of urgency and minimize downtime for the customer.

“I’m sorry we’ve not made it easy for you. I’m going to personally make sure I find the correct person for you. Would you like me to call you back in five minutes or do you want to stay on the line while I do this?”

Some thought prompts to help you…

• Does the resolution process begin with a sincere apology? (I’m sorry you experienced that. I’m sorry the purchase didn’t meet your expectations. I’m sorry, I’ll take care of you.)
• Are your frontline people trained to solve basic problems?
• Do your frontline people know how far they can go to resolve problems?
• Do your people take ownership of the problem and ensure it’s either handled or personally make sure the correct person handles it?
• Do your people listen attentively (never interrupting) and apply that information to the resolution? (This helps make the customer feel understood and better served.)
• Does the process make sure your people are communicating next steps to the customer and explain how the problem will be resolved?
• Is there a sense of urgency to the resolution process?
• Do representatives make and keep commitments (no matter how small)?

Remember, sometimes it’s how well you handle a mistake that creates a loyal customer.

Now go serve someone.~>

Sales negotiation can be a formal event (at a specific time and date) or it can be an ongoing theme at different points in the sales process. It’s beyond price and includes the entire value proposition.

As a professional you’re seeking a mutually beneficial relationship with your prospects and customers (not something that benefits only you or them). Practiced and applied, negotiation skills can increase the level of trust and credibility you and your company have with your prospects and customers.

The negotiation guide below provides you and your team with a quick overview for your next potential negotiation with a prospect or customer. Use what fits for your particular sales world and toss what doesn’t.

And remember… Your success depends more on your pre-negotiation preparation than on the negotiation moment(s) itself.

Nothing fancy. Just the fundamentals… done well.

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Your negotiation guide

Before negotiating begins

• Avoid negotiating unless you’ve had an opportunity to fully present your value proposition
• Understand the objections raised up to this point in the sales process and identify what your prospect’s or customer’s hot buttons (main points of interest) may be based on these objections
• Be prepared to illustrate how your offering will be used by them and quantify the value they’ll get
• Be certain you’re working with a person who has the authority to negotiate and make decisions
• Adopt the right negotiating attitude
• Be confident in the value your product or service will return
• Be prepared to be patient (which can lead to higher trust)
• Be prepared to work toward a solution that works for everyone (really)
• Know in advance at what point the agreement is no longer beneficial to you and your company and be prepared to walk away

During negotiation

• Use open-ended questions to confirm your understanding of their needs
• State your understanding of how the prospect or customer will benefit from your product or service – confirm this is accurate by asking
• Be prepared for tactical responses from prospects and customers – whether it’s the flinch following your price quote or silence – don’t react and instead respond with more questions
• Listen
• Don’t rush to fill pauses – be comfortable with moments of silence
• Be prepared to change the value proposition to support price concessions – support your price integrity by adjusting the overall value (e.g., change delivery times, follow-up schedules, service period, etc.)
• Try to identify agreement on small items to help develop positive momentum – summarize these agreements periodically
• Take notes to demonstrate your commitment to the negotiation and to help you find opportunities to summarize the smaller agreements verbally with the prospect/ customer

After the negotiation

If agreement is reached…

• Summarize verbally and/or in writing the agreement for all appropriate parties
• Thank the customer/ prospect for their time and reinforce the purchase decision (without cliche)
• For your next negotiation, review the points that seemed to help move the negotiation process forward – study them, know them, use them

If no agreement is reached…

• Sincerely thank the prospect/ customer for their time and commitment to the process
• Avoid appearing annoyed or disappointed
• Give the prospect/ customer an "out" or an opening for them to come back to you and your company in the future (have this statement prepared)
• For your next negotiation, review the points that seemed to prevent the negotiation process from moving forward – study them, know them, and act accordingly

 
Now go sell something.~>