13 Sales Techniques You Must Know Right Now


Have you ever been
in a selling situation, and thought to yourself
there has to be a better way? Well, there probably
is, and there is a wave of new data that is showing us what is truly working in today’s marketplace. It’s absolutely stunning, we truly live in a very unique time in
history where we finally have empirical hard data on
what is working in sales. And the simple changes that you can make right away can go a really long way. In this video I’m going to
show you 13 sales techniques you must know right now, check it out. (clicking) Number one, break the
pattern with your opening. Do you ever think about
what that first couple of seconds are really going to be like from the perspective of your prospect? When you get someone on the phone, or when you sit down with
someone face-to-face, the first couple of seconds
are going to dictate how they feel about you for the
entire rest of the interaction. Yet, most salespeople
aren’t really thinking about what they’re saying
and what they’re doing in the opening to those
initial conversations. So breaking the pattern first requires that we understand what
most salespeople are doing. I’ll give you an example
with a phone call. Most salespeople when they make a phone call sound something like this. Hey, George, Marc Wayshak
calling, how are you today? Now, what about that call immediately let the prospect know that
you were a salesperson? It was the excitement,
it was the enthusiasm. It was the hey, how are you, right? Everything is very
predictable and reliable, and that’s what most
salespeople are doing. Instead, what I suggest,
and the data shows, that we need to break the pattern with a different approach,
this is brand new. The new approach is going to
sound something like this. Hey, George, Marc Wayshak
calling, how have you been? Now, timeout for a second. Think about the difference
between those two situations. Not only was my tonality lower, but I used the question,
how have you been? And there’s some powerful new data that shows that when
you start a conversation with how have you been, you
have about a six times higher likelihood of actually setting that initial face-to-face meeting. Really powerful stuff. Number two, tell them
the reason for your call. This builds on that first part, which is we first have
to break the pattern. And we open with something along the lines of how have you been, and then now we’re following up with
the reason for my call is, and then you fill in the blank, right? Whatever the reason for
your call actually is. In most cases it’s to get a sense of what’s really going on in their world. We want to give them just a little reason. It doesn’t have to be a big explanation, but just a basic reasoning. Again, the data shows that we have a two times higher likelihood of getting through to that meeting by just simply stating what
reason for our call is. It’s getting right to
the point, it’s no BS. And a buyer or a decision maker
is going to appreciate that. Number three, give them an overview of the challenges that
you’re seeing right now. Most salespeople when they
start to get a prospect on the phone go immediately
into their pitch. They start talking about all
the features and benefits. Or about their company,
and how they’ve got the best this or the greatest that. But in reality your prospect
doesn’t care about you. They don’t care about your offering. They don’t care about your company. All they care about are themselves. So what we want to do is present
ourself as a true expert, as someone who really
understands what’s going on in their world by giving
them just a basic overview of the challenges that
you tend to be seeing. So it might sound like this. George, right now I’m
seeing a lot of companies that are struggling with,
worried about, or concerned with. Do any of those issues ring true to you? So what we’re doing is
we’re giving them a list. Of course, you have to fill in those challenges or frustrations with what it is that makes sense in your world. In my world I would talk
about sales challenges. I would talk about, you know, salespeople not making enough calls. Or they’re not getting
through to decision makers. Or, finally, they’re just not getting a good ROI on their sales activities. Do any of those issues ring true to you? What I’m doing is I’m showing that I understand what’s going on. And then engaging them in a conversation about those key challenges. Number four, get them to tell their story. This is some really,
really powerful new data that basically shows that
when we can get a prospect to talk over about 100
seconds about their story in that initial call we have
a much higher likelihood of ultimately getting that meeting. So what we want to do is really do everything we can to get
the prospect engaged, to start talking, to tell their story. And by story I don’t
mean their life story, but I mean the challenges
that they’re facing. The frustrations that are going on, or what they’re looking to accomplish. Whatever it is to get
them into the conversation in a way that’s really focused on them. And when you do that, now you’re going to be much more likely to ultimately get that meeting, and
finally get that sale. Number five, understand the upside. Now, most salespeople
really miss this step, and the upside is simply this. We need to first, of course, engage them in a conversation about
what are their challenges. Now you’ve got them talking
about their challenges. They’re starting to see value, but the key word is they’re
starting to see value. There’s no tangible
value until it’s actually been stated what solving those challenges actually means to them in dollars. Imagine you’re talking to a prospect, and they’re talking
about their challenges. Let’s say you’re in a
business to business space. So they’re talking about
their business challenges that pertain to whatever
it is that you solve. And they go on about,
you know, this and that. And then we tried to do this,
and it just hasn’t worked. And then you say something like, George, if you are able
to solve this challenge, what would it mean to the organization? Now we’re starting to get them to paint a picture of what it means. In fact, if you want
to be really hardcore, if you want to be really ninja, get them to articulate a specific dollar amount. So, George, if you were able to solve these sales-related challenges, what could it mean in additional revenue to the organization, or in additional profitability to the organization? That is a question that I ask every single prospect that I ever sit in front of. And what always happens is they
give me really big numbers. So when they tell me that, yeah, if we were able to solve these challenges, and if we were able to solve them, it will mean an additional
$10 million in revenue, suddenly a half a million
dollar consulting contract doesn’t seem like a lot of money. Really, really powerful stuff. Number six, make it personal. So often we want to focus on the business side of the challenge. And that makes a lot of
sense, but the data shows, and psychology has taught us,
that every single decision, every single buying decision, has some personal meaning behind it. It has some personal objective
behind that decision. So what we want to do is go from the business objective to
the personal objective. You might want to say something
that would sound like this. George, I really appreciate what you’ve shared with me so far. But behind every business
objective is a personal objective. What would it mean to you if we were able to solve these challenges? What you’re going to find is if you have a strong connection, if you’ve
built a strong relationship throughout this conversation,
what they’re going to do is open up about how this
is really affecting them. They’re gonna say things
like, well, you know what, if I don’t solve this I could
be out looking for a job. Or this really matters, so that way I can help pay for my kid’s college. Whatever it is, right, I mean, it could be a slew of different reasons. But what we want to do is get
to that personal motivation. You get there, and now
you’ve created so much value. By the way, you haven’t
said anything about this. What you’ve done is
gotten them to tell you. Number seven, budget is everything. We need to have that budget conversation. And what the data shows
is that most people are having some kind of a pricing or a budget conversation
when they’re in sales. Of course, you have to at
some point talk about price. But what top performers are
doing that really separates them from everyone else is, first of all, they’re having the conversation
later in the conversation. So they’re talking about budget later on in the buying process. Whereas a lot of average
performers typically start talking about price early on in the conversation. Secondly, what we want to do
is make sure that we’re not just having a pricing conversation, but a budget conversation. Any salesperson can say,
you know what George, this is going to cost $100,000. Real easy, you could
train a monkey to do that. But what takes skill is having that conversation around budget. Having the conversation where, you know what George, you told me already that the challenges that we’ve discussed if you were able to solve them would mean about $10 million in additional
revenue to the organization. What kind of a budget do
you think you might be able to pull together in order
to solve these challenges? Now, this person may say, well, you know what I’m not really
sure yet, that’s fine. Now you’re going to say something along the lines of, well,
totally makes sense. Typically, a project like
this is going to range anywhere from about 300,000 to 700,000. Where on that spectrum could
you see yourself fitting? Now what you’re doing
is you’re throwing out some numbers, but it’s
a really wide range. And you’re getting them
to pick the budget. Really important distinction, much more important than just throwing out a price. What we’re doing is we’re giving it that range, budget is everything. Number eight, understand
their decision-making process. The data shows that one
of the biggest complaints that prospects have about salespeople in general is that they
did not take the time to truly understand their organization’s decision-making and buying process. So as a result a sale that could’ve otherwise happened didn’t happen. Or maybe was set back
and was certainly risked. This is one of those situations in selling where it really has nothing
to do with your abilities of persuasion or creating value. It’s just asking the
questions about understanding their decision-making process. Simple questions like, George,
could you walk me through. What’s a typical decision like this look like at your organization? Understanding that information, who’s involved, what it looks like, how they go about doing
it, is going to make you so much stronger than ever before. Number nine, clear and
scheduled next steps. There is nothing more sad to me than to watch a salesperson
do everything right. And then at the end of a conversation or at the end of a meeting
just say, hey, would it be okay if I followed up with
you sometime next week? And the prospect says
sure, and then they leave with this wishy-washy unclear next step. It’s devastating because what
it’s doing is it’s creating so much opportunity for
that sale to fall apart. In fact, what we learn
is that top performers are significantly more likely to spend a very clear portion of
the end of any conversation discussing nothing but next steps. So make sure that at the
end of every conversation with a prospect you are getting a clear and scheduled next step. And by scheduled I mean literally it’s going into their calendar. They’re going to get a calendar invite from you that they’re going to accept. And you are now in their calendar. Number 10, only present
to their challenges. Have you ever been in a
selling situation where you’re giving a presentation,
and you’re feeling great, you’re feeling like, man,
this is going awesome. And then you say, you know
what, but one last thing I want to show you that we can do for you. And then you go off on
that little tangent. And then suddenly the look on their face just changes a little bit. And they say, oh, well, yeah
we don’t really need that. And then, suddenly, for the rest of the conversation
you’re starting to think, you know what, did I just hurt that sale? The answer, of course, is that you did, you did hurt that sale. We’ve all been there, so this
is certainly not something that any of us haven’t done before. But the reality is that we
only want to be presenting the solutions to their
challenges, nothing more. Keep that presentation
as short as possible. All you’re trying to do in
that presentation is make sure that you demonstrate that you
can solve those challenges. There doesn’t have to be this
huge magnificent presentation. It’s simply going through the checklist of here are the challenges
that you’ve mentioned, and here’s how we’re going to solve each and every one of those challenges. You do that, you are
going to show the buyer that you understand them better
than any other salesperson that they’ve ever dealt with ever. Number 11, keep it under 60 seconds. Now, this one may seem a little unclear, and let me explain what it means. Some recent data came out that showed that top performers who
close sales almost never in a presentation go more than 72 seconds without reengaging the
prospect in that conversation. What that means is that
they’re never going on with these very long monologues. In fact the same data, and this all comes from an organization called gong.io, which I love, and I speak very highly of. And I’ll be sure to link in this article. Gong.io also showed in
this same piece of data that no closing
presentation had any period where they went more than
about 100 seconds before there was some type of a
switch in who the speaker was. So what this tells us is that prospects are losing their interest. They’re losing engagement when we go on for too long in that presentation. We’ve all been there, right? We’ve all had that long monologue where we just go on, and on, and on. And we kind of lose track of where we are. So what we have to do is make sure that we’re never going
for more than 60 seconds before we’re reengaging them
back into the conversation. We’re getting them to buy into this conversation to share their thoughts. Now, you’re thinking to
yourself, well, how do I do that? And that leads us to
number 12, feedback loops. Now, a feedback loop is simply this. When you’re in the
middle of a presentation, or by the way at any point in
a sale, and you are talking for some type of an
extended period of time. And you’re starting to
see their eyes wander, or you’re thinking I want to make sure that they’re on the same page with me. What you’re going to do is you’re going to use a feedback loop
to pull them back in. And a feedback loop sounds
something like this. George, does that make sense? Or, before we go any further
I just want to make sure, are we on the same page still? What you’re going to do is
these little tiny questions are going to pull them
back into the conversation. And you’re giving them an
opportunity to provide feedback on how they feel about what you just said. Feedback loops pull them back
in, does that make sense? See what I did there? Number 13, get bored of
using the same process over and over, then do it again. (laughs) Now you’re probably thinking, what is this guy talking about, get bored? That’s exactly right, the best salespeople are highly systematic. It’s not about getting
creative in the sales process. It’s about using the
same exact system over, and over, and over, and over again. And then starting it
over, and doing it again with the same person, or
with a different person. Use the same exact process. Make sure that the process is
an effective process driven by what actually works, and
not just some guy’s opinions. But use that process,
and follow it to the T, and do it over, and over, and over again. Get all of your creative needs met in some marketing brochure
that you put together. Or when you go home and
you draw a painting. Sales is about following
a systematic process. If you do that you are going to become better, and better, and better. Because you’re going to be
using the same exact process. And you will continue to
slowly but surely refine that process by not just
trying this, then trying that, and going all over the place,
but really staying on track. Use that same process over and over again. So, there are 13 sales techniques that you must know right now. I want to hear from you, which of these ideas did you find most useful? Be sure to share below
in the comments section to get involved in the conversation. And if you enjoyed this
video, then I have an awesome free E-book on 25 tips to
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