Sales Tip Of The Week - SalesTrainingCamp.com

How To Deal With Red Flags by Mike Brooks

One of the biggest mistakes 80% of salespeople make when qualifying is to overlook or not react to obvious Red Flags prospects give during the initial call.

In their haste or desperation to “generate a lead" or to “fill their pipeline," most sales reps hope that the possible objection they just heard will miraculously go away once the prospect sees their information or product or service, etc.

But you all know from experience -- it never does. In fact, the law for calling back leads is that:

“Leads Never Get Better."

What appears to be an objection or deal killer always is.

Someone wrote me once about a prospect who wasn't calling him back only to find out the prospect was leaving the company. He wrote me and said, “I guess intuitively I knew he wasn't the right guy to make the decision anyway."

And I'll bet he knew intuitively because he heard (but didn't question!) the Red Flags that came up during the initial qualification call.

So how do you deal with obvious Red Flags? Do what the Top 20% -- as soon as you hear something that triggers your intuition or that gives you that sick feeling in your gut, stop and ask the tough questions!

Here’s how you do it:

If someone says that they usually buy from ________, but would like to see your information, ask:

“Why would you switch vendors?" Or

“How many other companies have you looked at in the last six months?"

And then: "And how many did you go with?"

If someone says that they will pass it on to ________, say:

“Thanks. So that I make sure I'm not wasting her time it's best that I speak with her for just a few minutes. Can you please tell her that (your
name) is holding please?" (If you're then told they are not available, make sure and get their direct line or the person's extension and keep calling until she picks up.

If someone says that they'd be glad to look at over, ask:

“Great, after you do, if you think that it can help you (or your business, etc.), when would you move on it?"

And so on.

The bottom line is that if you want to close like the Top 20% then you have to start questioning the Red Flags.

Remember: It's better to disqualify the non buyers early then to spend your time and energy chasing and pitching people who are never going to buy.

Plus it means that you have more time to find real buyers.

So this week, write up questions to the Red Flags you currently get and begin using them! You'll feel so much stronger as a closer, and you’ll begin making more money. Believe me, it’s a win/win.

About The Author:

If you found this article helpful, then you will love Mike’s Ebook: “The Complete Book of Phone Scripts,” which is packed with word for word scripts and techniques that you can begin using today to make more appointments and more sales. You can read about it by clicking here:
http://www.mrinsidesales.com/scripts.htm

Mike Brooks, Mr. Inside Sales, works with business owners and inside sales reps nationwide teaching them the skills, strategies and techniques of top 20% performance. If you’re looking to catapult your sales, or create a sales team that actually makes their monthly revenues, then learn how by visiting:
http://www.MrInsideSales.com

The Art Of How NOT To Get To Any Decision Maker by Dan Adams
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If you consider yourself a professional sales representative or executive you have undoubtedly worked very hard to overcome the stigma sales professionals have faced over the years. For this reason I was very disappointed to read a newsletter written by a major international sales training firm entitled: "The Art Of How To Get To Any Decision Maker". I thought I would write about it this month in a newsletter that I will call: "The Art Of How NOT* To Get To Any Decision Maker".* The author, president of a major international sales training company, offered claims and advice to get past any gatekeeper/assistant. He asserted: "I've been able to get in front of the CEO and CFO of "so and so" (name dropping a Fortune 500 company). Seeking to share his pearls of wisdom, the author offered suggestions as to how you too, can do it. He advised: "Don't be charming to the assistant because it's a dead giveaway you are selling something." "Tell the assistant what to do - don't ask them." "The other secret to getting that top executive on the telephone is to send the gatekeeper back as many times as you can, each time giving very little information." "You must lead the conversation at all times." "The biggest tip is that your voice has to sound like you're important." To the author's credit he states: "Never give false information." He then, however, follows up with,"That doesn't mean you tell the whole truth." The author also advises to keep assistants "off-guard and off balance" by not telling them what your reason is for the call. He advocates sending the gatekeeper back so many times that the CEO finally gets fed up and tells her to put the call through. This sales trainer suggests making a contest out of your efforts: "Let's see how many times you can send the gatekeeper back to that CEO." This role play was suggested in the article: You: Hi.This is Bill Johnston. I'm calling for Carl. Is he in? Assistant: Can I ask what this call is in reference to? You: Just tell him it's Bill Johnston. Assistant: Carl did not recognize your name, what is this in reference to? You: Did you tell him it's Bill Johnston? Assistant: Yes. He didn't seem to know you. You: Hmm. Just tell him I'm from XYZ Company. That might jog his memory. Assistant: I'm sorry. Mr. Johnston, but the company name didn't ring any bells. Can you please tell me what this is in reference to? You: Who am I speaking to? Assistant: This is his assistant. You: Are you his regular assistant? Assistant: Yes. You: What's your name? Assistant: Shirley. You [tone of authority]: Shirley, if you tell Carl that I'm following up on some correspondence sent to him that should be enough. I imagine you feel as shocked at this manipulative and deceitful behavior as I do. The next logical question is, if you are a TRUE SALES PROFESSIONAL how DO you get access to key decision makers? The simple answer to this complex question is that you earn it through trust. How do you do that? Don't cold call! Work to get a referral from an existing satisfied client or someone else in their organization. Either way you must do your homework! Research the target company and your senior executive contact. Your goal is to know more about your clients than they know about themselves. Online tools now make this possible. You must be able to tie your solution to one of the top three key pain, challenges, issues or opportunities that they are facing. When you do reach out to the administrator, follow these four steps as you introduce yourself: "I have done an extensive amount of research analyzing your company." (I am not cold calling); "As a result of my research I know your: pain, challenges, issues or opportunities. I think your major areas of concern are..."; "We have helped other companies in your industry solve the exact same issue with excellent results. Here is how we helped them..."; "What is the best way for me to share this information with Sharon (the administrator's boss)?". Here is an example of how it would sound: "Hi Margaret,This is Dan with A&A. Over the past two months I have been researching your firm and have uncovered a strong focus on cost reduction through supply chain integration. We are working with X and Y in your industry to solve this very same challenge. I believe that Sharon would be very interested in hearing what we have be able to accomplish for that client. What is the best way for me to share this information with her?" Instead of viewing your "gate-keeper" as an obstacle, you have professionally justified your reason for seeking access to her company's executive. It is not advisable to keep anyone "off-guard and off balance". After all, it is your objective to provide professional and consultative service to your clients, and this introductory call will start you off on the right foot. Good Luck, and Close 'Em About the Author: Daniel Adams, author of Building Trust, Growing Sales, and creator of Trust Triangle Selling™ helps corporations improve their profits by optimizing the performance of their sales teams. He is a frequent and popular speaker at national sales meetings, workshops and association events. You can visit his web site and read his other articles at www.trusttriangleselling.com.

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