At one strange point in my sales career, I found myself working for a very small company.
I think we had 12 people working together.
I really shouldn’t say "together" though, as I was working all alone.
I was the west coast office.
The entire west coast was my territory.
Everyone else was 3000 miles away in Washington D.C.
One of the seemingly good things was that there was way more opportunity than I could ever sell to.
But too much opportunity can be a bad thing if you let it pull you in 27 different directions.
So I had to be more focused.
After a few weeks of getting my feet wet in this job, I figured out who I should be selling to, and who I shouldn’t.
I had my customer profile down.
I knew which prospects to say no to, and which prospects that I should sell to.
One day while following up on leads, I called this company that was more than 500 miles away from me.
They had some elements of being a good prospect for me to sell to.
And they had some elements of not being a prospect I should sell to.
More to the point, they were a small company, which usually meant they would be spending less than some bigger companies. This was good for me, because I was selling for a smaller company, and we weren’t the biggest, bestest, or priciest player in the game.
On the other hand, they were looking at all the "top tier", bigger competitors of mine in the business. This wasn’t good, because we in head to head competition with them, we usually lost.
A different sales rep might have been eager to give them a presentation. I mean, hey, they were in the market, and were going to purchase from someone, right?
And in today’s world, that same sales rep might just get on something like WebEx and give ’em a 20 minute introductory pitch. Run ’em through some Powerpoint slides to try and get ’em all hot and bothered.
Yeah, um, sure that’ll get ’em excited…
What I did was I told them what type of company usually bought from me and why. And then I also told them what kind of company bought from my larger competitors and why.
This I did after asking a lot of questions to qualify them and who they were looking at.
It was too soon for me to engage this prospect, and it was questionable if I would ever engage them at all.
So a few months later, I get a call back from their COO. She asks me more questions, and tells me that she thinks that the bigger companies might not be right for them. But she also tells that she’s still not sure.
I tell her again who buys from them and who buys from us.
And I still hold off on scheduling a sales call.
Another couple of months pass, and I get a third call.
Similar to the second call, but this time she’s got more conviction. She’s looked at the bigger companies, thinks they are overkill and more money than she wants to put out.
Good, now I have a good shot at this deal.
I did some more requirements gathering and questioning on that phone call, and then I scheduled a visit.
And as you might imagine, by then I closed this sale pretty fast. Yes, initial phone call to close was many months. But first face-to-face call to close was just a few days. In other words, I maximized the sales I got for my effort.
Basically I had tantalized them over time, built a relationship, while making them pursue me. And one of the most important things I did was I differentiated myself in how I sold.
I wasn’t just the guy pitching, schmoozing and lying to get the deal.
To them I was someone who they liked and got along with, and I was someone concerned about having successful customers.
Once you crack the code and make a few mind-shifts, your sales can real go fast. Reading this newsletter everyday is a good start at changing your attitude. Even better you should get yourself a copy of the Persuasive Selling Skills Audio Program. In it you’ll find the critical mind-shifts you need to make to multiply your sales this year.
You only have so much time every day, every week, and every month of this year to sell. Shouldn’t you get the most you possibly can from you efforts?
Sell with Pride,