Radical Transparency – Part 2

How Social Media Has Transformed This Sales Reps Approach To Sales

This week I continue my conversation with Beth England, having left off the last post with Beth discussing how she uses her Discovery questions at cocktail parties. This week we explore her approach to sales, why she loves the job and how she measures success.

idea-lightbulbThe more effective your discovery process, the more effective you will be in uncovering relevant information that could make the difference in truly helping your customer solve a problem. It also provides you with the background on a situation, which may come in handy if have to go back to the client and challenge them if they assert a conflicting requirement later on in the sales process.

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In a commoditized environment you need to stand out.

“In a commoditized environment, you need to stand out,” says Beth. “If you have services that you can add value to the client’s business then you’re going to win the business. If you can bring an idea to your client that nobody else has thought to bring them, then you’re going to stand out.”

Speaking of standing out, sometimes you have to go the extra mile to standout from the competition. Remember, you’re in the replacement business, so what can you do to differentiate yourself from the five other vendors competing for the customer’s attention and business? Beth recommends being fearless, “I’ve done some crazy things in sales presentations. I once stuck a mini Chips Ahoy basketball hoop to my forehead…I mean sometimes you have to do nutty things to get attention. I’ve done some whack-a-doodle things.”

Ask lots of questions, and don’t be afraid to get into somewhat uncomfortable territory—remember there’s never a stupid question. Beth says, “it’s okay to ask what competitors have suggested. Doing so can give you an opportunity to differentiate yourself. We don’t ask enough questions as salespeople—and shame on us for not doing so. You need to go deep.”

 

The number one thing you can do for a client is to tell them more about themselves then they know, or thought they understood. That’s how you win big deals.

We’ve talked a lot about asking questions to learn as much as you can about your customer, but sales reps also need to do their homework before they start asking questions. Beth says “most salespeople wait for the client to tell them what their pain is, but we should be able to tell them what the pain is. Being able to speak about the challenges and opportunities around your client’s brand demonstrates that you’ve done your homework.”

Beth continues, “the number one thing you can do for a client is to tell them more about themselves then they know, or thought they understood. That’s how you win big deals. If you can tell your client more than they know about themselves, then you will have their attention every time, and that requires lots of research. You need to know more about what their competition is doing, and how they differ in the marketplace. What are reviews saying about their products or services?”

TWITTER birdsIt may seem paradoxical to say ‘ask your customer lots of questions’ and also stress that you need to tell them something they don’t know about their business, but it’s how you make yourself an invaluable sales rep. If you haven’t done your due diligence on your prospect then you may not know the right questions to ask. Beth provides an example from her Hootsuite days, “for one of my large clients, I was able to point out that one of their staff, someone who represented themselves as an employee of the brand on social media, was also posing in lingerie in her Twitter photos—which was obviously against the company’s social media standards. I was able to show them the power of my product by showing them a real-world example—using real data.”

 

Sales is all about working hard, but it’s not a 9-to-5 job. It’s a high-risk high reward endeavour.

As the saying goes, everything in moderation—so don’t forget to tell your customer they’re doing a good job when that’s the case. Beth says, “tell them when and how they’re doing it right. Then, once you’ve identified the opportunity make a link to clear business statements on how your product can help the client, and if you can back up your claims with publicly available 3rd party data, then it makes you look like you’re more thoughtful about their business than anyone that’s come before you. Be thoughtful about their business.”

Sales isn’t a job for Beth so much as a professional lifestyle. “Sales is freedom for me,” she says. “Sales is all about working hard, but it’s not a 9-to-5 job. If you can get what you need to do done in four hours—great! I put in way more than eight hours a day, but if I have time in my day I will play hooky and go catch a Cub’s game. But, it also means putting in long hours when you need to do the work. It’s a high-risk high reward endeavour.”

“It’s the thrill of the hunt,” she says. ” We get so caught up in closing the deal that we forget that the hunt is fun. It should be fun.” She continues, “if you’re doing sales you’re not the typical boring person that’s out there. Chances are you’re fairly dynamic. I’m always working. If I’m at a party and someone says, ‘you should talk to so-and-so’ or if I realize that the person I’m speaking with could help me with a deal now or in the future, I’ll pull up my phone with LinkedIn up and connect with them right there, so I can follow-up.”

 

In my experience, a warm intro [via social media] results in a 50/50 success rate in getting where you want to go.

When I ask her about the one thing, the one tool that she wished she had to make her more effective, her answer surprised me: “An old-fashioned secretary would be great! A PA would make all the difference in my life. There are weeks when I have no food in the house, and I live out in the country!”

If you’re in sales you’ve likely heard the old chestnut ‘sales is a numbers game,’ but the savvy sales rep isn’t cold calling today. “I don’t miss dialing for dollars,” she says. “Many organizations are still telling their people to do it, even though it doesn’t work. It’s so messed up.” Social media has changed the game for Beth. She says, “it’s all about cultivating your social presence. In my 2,000+ contacts on LinkedIn, there’s a chance someone knows somebody, and a warm introduction is better than a cold email.” She continues, “in my experience, a warm intro results in a 50/50 success rate in getting where you want to go.”

Your network, personal and professional, is critical to your success as a sales rep. It’s especially the case at a startup. Beth explains, “some startup CEOs are better at playing the game than others. If your CEO is quarterbacking a deal for you then great! In a lot of cases, a startup CEO isn’t playing that role, because it’s not in their DNA. However, if the competitor’s CEO is actively quarterbacking a deal, it means the deal is happening at a C-suite to C-suite level, and that level of engagement means you have to work much harder to win the deal away from your competitor.” She continues, “work with your contacts to understand the playing field. Make sure you know what’s really happening with a deal.”

 

When you lose a deal…don’t just hang your head and cry. Pull up your big girl panties and ask ‘why?’

It’s also important to remember that winning doesn’t have to be your only success indicator. Beth says, “Sometimes when you lose a deal it can still be considered a point of success. We lose deals for lots of reasons. More time than not, it’s because the client made a pivot, and you can’t do anything about that situation.”

She continues with some great advice, “when you lose a deal, the most important thing you can do is contact the client and say ‘I completely respect your decision, and I’m trying to improve my process and our company is too, so could we schedule a post-mortem chat to learn how we can improve our methods going forward?’ Don’t just hang your head and cry. Pull up your big girl panties and ask ‘why?’”

It’s equally important to understand why you win deals—don’t assume it’s because you have the better product with the best price. The win could have everything to do with something you did that was important to your client, but that wasn’t specifically discussed as part of the procurement process. Remember, when you’re in sales, you’re in the replacement business. Maybe you won because you were responsive, or because you didn’t pressure the client, showing up when you were uninvited…those are the little things that mean the world to customers.

Beth agrees, “find out why you won the deal. Sometimes the reason you win isn’t just about your product. In the case of a major account win, it came down to how our company respected the rules procurement had established. You need to know an organization well enough to know when to ask for permission or forgiveness. For instance, you absolutely need to follow the rules in a regulated industry. Find out the reasons why you won. It’s often the little things you did that mean the world.”

 

I firmly believe that you cannot push a client to make a decision faster than they are ready to. You can’t force the desire to purchase.

When closing a deal it can be tempting to offer incentives to get the deal done. As other sales reps have commented, it’s more effective to incentivize the deal with non-monetary benefits. Beth agrees, “My bosses always tell me that I’m nuts, but the cadence of a deal, is the cadence of the deal. I firmly believe that you cannot push a client to make a decision faster than they are ready to. You can’t force the desire to purchase.”

She continues, “extra discounting at end of quarter—everybody does it and it does not work! I can think of one time in 20+ years where it worked. So why do we still do that? It reeks of desperation. It undermines value-based sales. Even when I’ve been told to do it, I never do it.”

Beth recommends going back to your discovery process and delivering what the client wants. She says, “I’m still using a two-way Joint Goals Document, which is the precursor to the Statement of Work. Take everything you’ve discussed and capture it in an objectives document. When you discover when the client needs to go live with a proposed solution then you can work back from there to create a project rollout plan. Their answers form the basis of your statement of work document, and you have something to present back to the them that is based on their reality.” It’s an organic way to hold the customer accountable and show them how you’re going to help them get to where they want to go.

As you can see, Beth lives and breathes sales, but the thing is, you never feel like she’s selling you something. She is genuinely interested in helping people, and solving problems. If you’re looking for social media strategy and campaign management you can find her on Twitter: @cubphan, or on LinkedIn.

 

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