Simple, effective sales tips from top workshop leader
Master sales trainer and entrepreneur Jack Daly’s founder’s story is brilliant.
At age 12 he had a paper round but hated the work. So, he hired five 11-year-olds to deliver the papers for him, and paid them half what he was paid.
Jack also collected all the payments, and so pocketed all the tips. All in all, he made 70% of the money for doing almost none of the work.
Now, this is the man who can teach you how to double your sales.
These tips are taken directly from Hyper Sales Growth, the international bestseller charting Jack’s rise from accountant to successful start-up entrepreneur, and lessons learned from growing six businesses to national level with two selling to Wall St.
Write down the 15 objections.
Jack explains: “When I ask audiences how many objections a prospect can come up with, they say it’s just about infinite. I tell them there are no more than 15. I offer to take my entire audience to the bar for free drinks if they can come up with more than 15 in an hour.” Jack gives then 5 on a whiteboard:
- “The price is too high.”
- “I had a bad experience with your company once.”
- “I’m happy doing business elsewhere.”
- “I’m looking for a national company, not a local one.”
- “I’m looking for a wider array of choices.” Etc.
A welcome party for a new hire may be more important than a farewell party for someone leaving.
Company culture is key to sales success. If a company does a great job, your whole team will be selling for you 24/7. Jack suggests a new hire is greeted by everyone with “Oh, we’ve heard so much about you” and is guided to a chair with balloons and streamers, a welcome card from the owners of the company and the team. There's lunch, and a bottle of wine waiting for them when get home.
What do you think the new staffer will say when they asked by their friends how the new job is going?
Jack cites a 10-year study showing that revenues increased more than 600% at companies that spent time working on their company culture versus 166%.
Don’t throw sales staff to the wolves.
Practising on customers is a no-no in Jack’s book.
New sales staff and underperforming sales staff should be trained, and preferably trained by the sales manager whose key and only role is to develop top sales staff.
“If you’ve got 2600 sales staff, there aren’t 2600 best ways to sell stuff,” he coaches.
Figure out which sales representative has the best way, and get the sales manager to develop a system and a process to manage the business accordingly.
Top producers call on fewer people but write more business (Pareto’s Principle or the 80/20 rule).
Armed with the knowledge of what works, sales managers should spend around four hours per person per month coaching in this manner: spend a day in the field with a salesperson, make a call yourself so that the trainee sales representative can listen in and take notes, and watch a salesperson make a call (without your input). Debrief afterwards “What do you think went well?” “What didn’t go so well?” “This is the direction I was going, what do we need to do to win over the account?”
The power of the handwritten note.
Send them to staff to thank them, notice them and keep them motivated. Jack is a great fan of the handwritten note. Here’s an example of one: “Hey Sam, here you are once again in the top 50 of our sales people. Six of the last seven months you’ve been in the top 50. That tells me your customers appreciate you and we do too. The next time I’m in your area, let’s go out and have a beer or two together. Thanks for everything you do. Jack.”
Jack knows personally the power of the handwritten note. He has kept every handwritten note that any leader, manager or business owner ever gave him. He makes handwritten notes such a priority, he writes them before looking at any emails.
“While my competitors were addressing the urgent, I was addressing the important,” he says, remembering his time as a company owner.
Sell by helping.
50% of a salesperson’s time should be spent asking questions around the themes of Need, Opportunity and Problem. Jack says the top 10% of sales people ask six questions for every one that the average salesperson is asking.
“The person who asks the questions is in control,” he points out. Jack suggests that if you could reduce a course on sales to the shortest lesson possible it would be summed up in one four-word sentence “Ask questions and listen.”
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