The Instant Sales ProMore Than 600 Tips and Techniques to Accelerate Your Sales Success
Cy Charney
American Management Association
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Library of Congress Cataloging-in-Publication Data
Charney, Cyril The instant sales pro : more than 600 tips and techniques to accelerate yoursales success / Cy Charney. p. cm.Includes index.
ISBN 0-8144-7214-1
1. Selling. I. Title.
HF5438.25.C475 2003
658.85--dc21
2003011091
Copyright 2004, 2002 Cy Charney.
All rights reserved.
Printed in the United States of America.
A previous edition of this book was published in Canada under the title The Salesperson's Handbook in 2002 by Stoddart Publishing Co., Ltd.
This publication may not be reproduced, stored in a retrieval system, or transmitted in whole or in part, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of AMACOM, a division of American Management Association, 1601 Broadway, New York, NY 10019.
Printing number
10 9 8 7 6 5 4 3 2 1
Sometimes I'm stubborn. I usually hog the remote control. I can't spell to save my life. I don't always call when I should. I often neglect those I should spend more time with. My listening skills don't even measure on any scale of acceptability.
So, I dedicate this book to all those who accept me as I am, And more so to those who love me.
Acknowledgments
To ensure that The Instant Sales Pro is relevant to the needs of salespeople today, I sought the advice of a variety of people in the field. These mentors have made an invaluable contribution to the book through their valuable suggestions:
Marc Charlebois, general sales manager of Team 1050 CHUM and 104.5 CHUM FM, Toronto
Elise Jankelow, director of sales, Compugen Inc., Markham
Nahla Hanna, vice-president, sales, AON Reed Stenhouse Inc., Toronto
Max Lissoos, vice-president, sales, Global Materials Technologies Inc., Chicago
Ken Imrie, national sales coach, IBM, Canada
Jack Kahan, retired district manager, QSP Inc. (Subsidiary of Reader's Digest), Toronto
Irwin Katz, sales and marketing consultant
Michelle Hiltz, sales representative
Nick Garrison, freelance editor
Sue Sumeraj, editor
Preface
This book is for all salespeople. It makes no assumptions about you, your background, or your industry. It does presume that you want to be more successful. And it provides you with a quick resource guide to help you get to the next level.
Since salespeople come from a variety of industries, all of which operate differently, this book offers help to those who are
By organizing principles into short chapters and categories, the reader/learner will be able to access information quickly, putting them into practice and achieving results.
Introduction
Meeting Customers' Needs
There is only one boss: the customer.
And he can fire everybody in the company, from the chairman on down, simply by spending his money somewhere else.
SAM WALTON, FOUNDER OF WAL-MART
Customers are our reason for being. They pay our bills and salaries, and allow us to stay in business. It is imperative, therefore, that we understand what customers need so that we can meet those needs.
These are most important needs that customers have:
Reliability. Customers want you to meet your obligations. They want what was promised, when it was promised. Maybe more, but not less!
Speed. It's not a question of months. It's not an issue of weeks, or even days. Things need to be done right away. Yesterday would be even better. Speed is a major competitive advantage.
Salespeople can demonstrate that they understand the customer's sense of urgency by
returning phone calls within the hour
responding to e-mails at least twice daily
submitting their order, on-line, immediately
maintaining paperwork
Electronic, wireless communication tools can enable you to respond quickly and accurately.
Empathy. You cannot satisfy everyone all of the time. But, you can put yourself in their shoes and understand their frustration or disappointment or anger. Let them know you understand. Then tell them what you will do to reduce their level of frustration.
Knowledge. Knowledge brings respect. It enables you to provide answers and solve problems quickly. It also enhances your ability to sway customers by increasing your influence.
Tangibility. The physical appearance of everything associated with you and your organization sends messages related to attractiveness, neatness, and worth. This applies to your product, premises, dress, and everything else that the customer can see and feel.
Value. People don't mind paying more if they feel they are getting more. The more reliable, quick, and courteous you are, relative to your competitors, the more you can charge.
Remind yourself daily of your customers' needs. Whenever you have an unsuccessful meeting, determine which of your customer's needs you neglected the most. Learn from the experience and do better on your next call.
A formula for failure is simple: anticipate what your prospect wants before you have found out. Never give prospects any information before you have established their needs.
Each customer will have a different priority of needs. For some, it will be value. For others, it will be speed. Although all are important, your probing will establish the current hot button and enable you to customize your approach each time, thereby increasing your ability to be successful.
Each customer has these basic human needs:
the need to feel safe (psychologically, socially, and physically)
the need to be treated as special
the need to feel successful
the need to have things done right the first time
the need to get things done efficiently
Offering to meet these needs will increase your sales.
The customers' bill of rights
Customers are stakeholders in our organization. They are the most important of the three (the other two being the shareholders and the staff).
Customers are different and unique. Each needs to be treated individually.