Tag: Sales

Navigating the Price Game: Mastering the Art of Negotiation with Buyers

When it comes to negotiations, buyers often try to push for lower prices to maximize their own gains. As a seller, it’s important to be aware of the tactics buyers use and to develop effective strategies to navigate these situations. In this article, I will explore the five most common ways buyers negotiate lower prices and provide insights on how to respond as a seller. Whether you are in sales or simply interested in understanding the dynamics of negotiation, this article will equip you with valuable knowledge to achieve win-win outcomes.

A LOST (when effectively negotiated) deal is often better than a BAD deal

1. One Last Request: Appealing to the Seller’s Desire for Closure

Buyers often employ the “one last request” tactic to secure a final concession from the seller. This tactic occurs at the end of a negotiation when the buyer requests one additional change to seal the deal. The effectiveness of this tactic lies in the seller’s eagerness to close the sale and their willingness to make a final concession in exchange for the buyer’s signature.

To effectively counter this tactic, sellers should remain diligent in evaluating the value of the requested change and considering whether it aligns with their pricing and objectives. It is essential to communicate the rationale behind your decision and signal that you understand the buyer’s request without compromising the overall value proposition.

2. Flinch Test: Challenging the Seller’s Initial Price

The “Flinch Test” tactic involves buyers insisting that the seller’s price is too high and demanding a better offer. This tactic is often used regardless of the circumstances and aims to evoke a concession from the seller solely based on a price reduction.

As a seller, it is crucial to resist the temptation to immediately concede to price demands. Instead, focus on highlighting the unique value your product or service offers and the reasons behind your pricing. Demonstrate the differentiation and benefits that set your offering apart from competitors. By emphasizing the value proposition, you can shift the negotiation away from pure price discussions and towards mutually beneficial outcomes.

3. Split the Difference: Appealing to Fairness

Buyers may suggest “splitting the difference” as a negotiation technique, portraying it as a reasonable compromise. However, sellers must be cautious, as meeting in the middle may not always result in a fair outcome for both parties.

To navigate this tactic, sellers should focus on rationalizing their pricing based on the value provided. Engage in open discussions with the buyer to understand their concerns and identify alternative concessions that align with the overall value proposition. By showing a willingness to collaborate while safeguarding your pricing, you can establish a partnership based on transparency and shared benefits.

Sellers want to be seen as reasonable. They want to create a partnership. When buyers say, “Why don’t we meet in the middle?” there’s an emotional appeal of showing good faith by splitting the difference.

Mike Schultz, Rain Group

4. Anchoring: Establishing a Low Budget Threshold

The “anchoring” tactic involves buyers sharing a low budget early in the negotiation to set the stage for further bargaining at a reduced price. By presenting a low anchor, buyers aim to influence sellers to provide lower estimates and increase their chances of securing a better deal.

Sellers must be aware of anchoring effects and the cognitive bias associated with the first offer in a negotiation. It’s crucial to understand the buyer’s budget and pricing expectations while highlighting the unique value your product or service brings. By framing the conversation around the value derived from your offering, you can counteract the anchoring effect and build a foundation for discussions based on the benefits your solution provides.

5. Meeting with Your Competitor Today: Leveraging Time Pressure

Buyers often use time-pressure tactics, such as presenting an offer within a tight timeframe or hinting at engaging with a competitor. These tactics aim to create a sense of urgency and scarcity, pushing sellers to make concessions quickly.

To counter time-pressure tactics, sellers should remain composed and analyze the situation objectively. Evaluate the buyer’s timeline and ensure you have a clear understanding of the value your product or service brings to the table. Demonstrate confidence in your offering and focus on the long-term benefits rather than succumbing solely to short-term pressures. By communicating the value and emphasizing the partnership potential, you can mitigate the effects of time-pressure tactics and maintain control over the negotiation process.

The Bottom Line

Negotiations are a crucial part of the consultative sales process, and understanding the tactics buyers employ can significantly impact your ability to secure favorable outcomes. By familiarizing yourself with the five most common ways buyers negotiate lower prices and developing effective responses, you can position yourself as a strategic partner who emphasizes value creation and mutual benefits.

Remember, negotiations should always strive for win-win outcomes where both parties feel satisfied with the agreement reached. By employing strategies that focus on highlighting the value of your offering and fostering open communication

FAQs:

Q1: How can sellers effectively respond to the “One Last Request” tactic?

In response to the “One Last Thing” tactic, sellers can employ Chris Voss’s technique of labeling, introduced in his book, “Never Split the Difference: Negotiating as if Your Life Depended on It”. Labeling involves acknowledging the buyer’s request and labeling it as legitimate while reframing it to gain perspective.

For example, respond with, “I understand that this is important to you, and I can see why you’d want this. Let’s take a step back and explore how this change aligns with the overall value we’re providing.”

Q2: What strategies can sellers employ to counter the “flinch test” tactic?

In dealing with the “Flinch Test” tactic, sellers can apply Chris Voss’s technique of mirroring. Mirroring entails repeating the buyer’s words or the last few key words to encourage further elaboration and create a collaborative atmosphere. By saying, “So you’re looking for a better price?”, sellers gather more information and show a willingness to understand the buyer’s perspective. This allows for a more thoughtful response rather than immediately conceding to price demands.

Q3: Are there situations where buyers’ negotiation tactics can be beneficial for sellers?

Yes, there are instances where buyers’ negotiation tactics can be advantageous for sellers. Chris Voss explains the importance of utilizing and adopting a mindset of “tactical empathy”. Through active listening, sellers can uncover the underlying motivations and concerns driving the buyer’s negotiation tactics. By understanding these factors, sellers can adapt their approach to address the true needs of the buyer and arrive at a mutually beneficial outcome.

Q4: How can sellers effectively respond to time pressures buyers use by leveraging competitive research?

An accusation audit, a technique introduced by Chris Voss, can be a powerful tool in negotiations. Instead of shying away from potential criticisms or concerns, the accusation audit allows sellers to address them head-on.

For example:

Buyer: “I’m meeting with your competitor this afternoon, and I’m sure they can do better. Is that the best you can do?”

Seller: “It sounds like you believe our price is too high and that we may not be offering enough value for the investment. I can understand why you might think that, as there are many options on the market. However, I’d like the opportunity to highlight the unique benefits and superior quality/service we provide.”

By leading with a statement that acknowledges the buyer’s concern or accusation, the seller demonstrates empathy and shows a willingness to address potential reservations. This can lead to a more open and constructive dialogue, allowing both parties to explore ways to create value and find a mutually beneficial solution.

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Sales Leadership & Maslow’s Hammer

Maslow’s Hammer, also known as the Law of the Instrument, is a cognitive bias that refers to the tendency of individuals to rely on familiar tools or methods to solve problems, even when they may not be the most suitable or effective options. It is based on the idea that when you have a hammer, everything looks like a nail. In other words, people tend to use the tools or approaches they are most comfortable with, regardless of whether they are the best fit for the situation.

“It is tempting, if the only tool you have is a hammer, to treat everything as if it were a nail.”

Abraham Maslow

In the context of sales and sales management, Maslow’s Hammer can have several implications. Sales professionals may have a preferred sales technique or strategy that they rely on heavily, even if it may not be the most appropriate for a particular customer or situation. For example, a salesperson who excels at aggressive, high-pressure sales tactics may default to using those techniques in every sales interaction, even when a more consultative or relationship-building approach would be more effective.

Sales managers can also fall victim to Maslow’s Hammer by applying a one-size-fits-all approach to managing their sales team. They may have a preferred management style or set of performance metrics that they use for all salespeople, regardless of individual strengths and weaknesses. This can lead to missed opportunities for tailored coaching and development.

Below are just a few examples of Maslow’s Hammer that I have personally witnessed in sales and sales management:

  1. A salesperson who exclusively relies on cold calling and ignores other prospecting methods, such as social media or networking events, even when those alternatives could yield better results.
  2. A sales manager who uses a strict quota system to measure performance for all sales team members, without taking into account variations in territories, product lines, or individual skill sets.
  3. A salesperson who always follows a scripted sales pitch, without adapting or customizing it to address the specific needs or concerns of each customer.
  4. A sales manager who favors a particular Power dynamic (positional power for example) insists on using it for all sales team members, even when other forms of power may be better suited for specific situations or team members.

To overcome the bias of Maslow’s Hammer in sales and sales management, it is important to encourage flexibility, creativity, and a willingness to try new approaches. Sales professionals should be open to learning and adopting different sales techniques based on the unique requirements of each customer. Sales managers who strive to understand the individual strengths and weaknesses of their team members and tailor their coaching and performance management strategies accordingly will influence behavior over the long-term. By doing so, sales organizations can enhance their effectiveness and better meet the diverse needs of their customers.

Ready to take your sales game to the next level? 🚀

Don’t miss out on exclusive tips, insights, and strategies to boost your sales and sales leadership skills! Hit the subscribe button and join a community of sales enthusiasts like yourself!

📩 Stay up-to-date with the latest blog posts, packed with practical advice and real-world examples that will help you close more deals and inspire your sales team. 💪

🔗 Want more valuable content? Check out the library of articles for a treasure trove of sales wisdom just waiting to be discovered. From prospecting techniques to negotiation tactics, I’ve got you covered!

👍 If you found this article helpful, give a thumbs up and share it with your network. Help spread the word and empower others to achieve sales excellence!

Remember, success in sales starts with knowledge and continuous learning. Don’t miss out—subscribe, explore, and share today!

Leadership: Hanlon’s Razor

Hanlon’s Razor reminds us that a malicious world is not, in fact, out to get us. Our suffering is more likely due to someone else’s incompetence, ignorance or neglect.

Never attribute to malice that which can be explained by stupidity.

Robert Hanlon

Hanlon’s Razor is useful because, as humans, we are quick to blame. Customers are out to cause trouble, bosses are unfair or colleagues are spiteful.

But if we accept that even the smartest people make mistakes, an assumption of malicious intent can worsen the problem.

Hanlon’s Razor helps us to avoid unnecessary friction and escalation.

It allows us to make calmer, more reasoned decisions by focusing on logic rather than emotion. Finally, it forces us to confront biases that may cloud our judgment.

What is a razor?

In philosophical debate a razor is a rule of thumb that infers that unlikely predictions, or explanations, are to be “shaved off” in an effort to find a more probable solution.

Tech Tello

While Hanlon’s Razor is commonly applied to interpersonal situations, it can also be relevant in the context of sales and sales management. Below I have outlined a few way’s Hanlon’s Razor can apply to sales and sales management:

  1. Understanding Customer Behavior: When customers exhibit challenging or frustrating behavior, sales professionals can apply Hanlon’s Razor by assuming that the customers’ actions are due to ignorance or misunderstanding rather than intentional malice. For instance, if a customer repeatedly asks the same questions or provides contradictory information, it is more productive to assume they lack knowledge or understanding rather than assuming ill intentions.
  2. Dealing with Sales Performance: Sales managers can apply Hanlon’s Razor when evaluating the performance of their sales team. Instead of jumping to conclusions about a salesperson’s lack of effort or dedication, they can consider the possibility that underperformance might stem from a lack of training, unclear expectations, or insufficient resources. By assuming incompetence instead of malice, managers can take a more constructive approach to address the issues.
  3. Addressing Customer Complaints: When confronted with customer complaints or negative feedback, sales professionals should approach the situation with Hanlon’s Razor in mind. Rather than assuming customers are intentionally trying to harm the business or being unreasonable, it is more productive to assume that their dissatisfaction is rooted in a lack of information, miscommunication, or misunderstanding. This mindset enables salespeople to empathize, address concerns, and find solutions more effectively.
  4. Resolving Internal Conflict: Hanlon’s Razor can also guide sales managers in resolving internal conflicts among team members. Instead of assuming personal vendettas or malicious intent, they can investigate whether misunderstandings, miscommunications, or incompetence might be contributing to the conflict. By providing opportunities for open dialogue and assuming good intentions, managers can foster a more collaborative and supportive work environment.

By understanding Hanlon’s Razor in the context of sales and sales management, professionals can cultivate a more empathetic and constructive approach towards understanding and resolving challenges. It encourages a mindset that favors facilitating open dialogue over attributing malicious intent, leading to more productive relationships with customers and within the sales team.

Featured

5-week Daily Plan To Fill Your Pipeline, Regain Control , & Master Your Sales Role

Staying motivated during down sales months can be challenging, but it’s important to remember that every sales professional experiences highs and lows in their career. The key to success is to develop a consistent sales strategy and continuously work to improve your sales techniques. Below, I have outlined a 5-week plan with objectives broken down into daily action items:

Week 1. Set clear and specific goals: Create measurable goals that are achievable and align with your overall sales strategy. This will help you stay focused and motivated even during the downswing months.

  • Day 1: What are your current sales goals? Are they specific and measurable? If not, how can you refine them to make them more actionable?
  • Day 2: What are the key performance indicators (KPIs) that will help you track progress towards your sales goals? How can you ensure that you are consistently measuring and analyzing these metrics?
  • Day 3: How can you break down your sales goals into smaller, achievable targets? What steps can you take each day to work towards these targets?
  • Day 4: How can you stay accountable for achieving your sales goals? Who can you share them with, and how can you track progress together?
  • Day 5: How can you celebrate small wins and milestones along the way to achieving your sales goals? How can you use these celebrations as motivation to keep going?

For a deep dive into Week 1 tactics and strategies, visit my post here

Week 2. Develop a sales plan: Create a sales plan that outlines your target audience, sales approach, and key metrics. This will help you stay organized and focused on achieving your sales goals.

  • Day 6: Who is your target audience? What are their pain points and challenges, and how can you address them with your product or service?
  • Day 7: What is your unique selling proposition (USP)? How can you communicate this effectively to potential customers?
  • Day 8: What is your sales approach? How can you tailor it to different types of customers and situations?
  • Day 9: How can you use data and analytics to inform your sales plan? What insights can you gain from previous sales performance and customer behavior?
  • Day 10: How can you consistently review and update your sales plan to ensure it remains relevant and effective?

For a deep dive into Week 2 tactics and strategies, visit my post here

Week 3. Build relationships with your customers: Building strong relationships with your customers is essential for long-term success in sales. Focus on understanding their needs and pain points, and offer solutions that address their specific challenges.

  • Day 11: How can you actively listen to your customers to understand their needs and pain points?
  • Day 12: What are some effective ways to build rapport with customers? How can you use these techniques in your sales approach?
  • Day 13: How can you personalize your interactions with customers to make them feel valued and understood?
  • Day 14: How can you follow up with customers after a sale to ensure their satisfaction and build a long-term relationship?
  • Day 15: How can you leverage social media and other digital channels to connect with and engage customers?

For a deep dive into Week 3 tactics and strategies, visit my post here

Week 4. Improve your communication skills: Effective communication is key to successful sales. Work on improving your listening and communication skills, and focus on building rapport with your customers.

  • Day 16: What are some effective techniques for active listening? How can you incorporate these into your sales approach?
  • Day 17: How can you use storytelling to communicate the value of your product or service to customers?
  • Day 18: How can you use body language and nonverbal cues to establish trust and build rapport with customers?
  • Day 19: What are some effective questioning techniques that can help you better understand customer needs and pain points?
  • Day 20: How can you stay up-to-date with the latest sales trends and techniques? What resources and training programs can you access to continuously improve your sales approach?

For a deep dive into Week 4 tactics and strategies, visit my post here

Week 5: Continuously learn and adapt: The sales industry is always changing, and it’s important to stay up-to-date with the latest trends and techniques. Attend sales training programs, read industry publications, and seek feedback from your colleagues and customers to continuously improve your sales approach.

  • Day 21: Reflect on your recent sales interactions. What worked well? What could have been improved? Identify specific areas where you can enhance your sales techniques.
  • Day 22: Review industry publications, blogs, or podcasts to stay updated on the latest trends in your field. Identify one key insight or strategy that you can incorporate into your sales approach.
  • Day 23: Seek feedback from your colleagues or mentors. Ask them to evaluate your sales techniques and provide suggestions for improvement. Consider their input and determine actionable steps to enhance your approach.
  • Day 24: Attend a sales training or webinar. Choose a topic that aligns with your development needs, such as negotiation skills or objection handling. Apply the knowledge gained to your sales practice.
  • Day 25: Analyze customer feedback and testimonials. Identify common themes or areas of improvement mentioned by customers. Use this feedback to refine your sales approach and better address customer needs.
  • Day 26: Experiment with a new sales technique or approach. Step out of your comfort zone and try something different to see how it resonates with customers. Evaluate the results and determine if it’s worth incorporating into your regular practice.
  • Day 27: Engage in role-playing exercises with a colleague or mentor. Practice different sales scenarios and receive constructive feedback on your performance. Use this opportunity to refine your communication and persuasion skills.
  • Day 28: Reflect on your overall progress throughout the month. Celebrate your accomplishments and identify any remaining areas for improvement. Set new learning goals for the upcoming month to continue your professional growth.

Remember that sales success takes time and effort, and it’s important to stay motivated and focused even during the down months. With the right approach and mindset, you can achieve your sales goals and build a successful career.

Congrats- you’re in sales!

Photo by LinkedIn Sales Solutions 

Here’s an interesting thought: Everything in business comes back to selling. Think about that for a second. The economy revolves around sales…. every business regardless of what they do, they have to sell. On the daily every person in business sells. To your co-workers you sell your favorite movies, favorite books, favorite restaurants, favorite shoes. You even sell yourself on ideas and thoughts.

Here’s another interesting thought: Most people hate the very idea of being “salesy”, yet we all fall under that category in one fashion or another

The question is: How do I embrace my inner salesperson?

Acknowledge that you sell on a continuous basis in your day to day life.

Admit it. You do it. You just don’t think of it as selling. You would probably say “I’m just sharing my favorite_____________with so and so.

Hmmmm – Sharing. Replace the word selling with sharing. There. That feels better doesn’t it? Isn’t it funny how changing a word can alter your perspective? When it was selling, you shuddered. Now that it’s sharing, you feel all warm and fuzzy. We all like to share – we like to share our things, our thoughts, our ideas, our favorites, ourselves. Stop and think about that for a moment….. It’s the same thing.

Choose a new thought

When you choose to think of selling as sharing, it shifts the way you feel about it. When you feel empowered by something you will be more successful at it. For all of you who own businesses or work for a business (that would be everyone), this is vital.

-What thoughts do you entertain around selling?
-What new thought might you choose instead?
-What is one thing that you can do today to embrace your new thought?

“People don’t care about what you have to say until you care about what they have to say”

How true is that? Think about that for a moment – It is part of our nature as humans to want to be heard. Most people go through life just trying to be understood and when we are around someone who truly listens to us it is a breath of fresh air. And, what do we want to do? We want to be around those people as much as possible. Be part of their inner circle. We talk about them to everyone we know because they are the most genuine authentic people. They really hear us.

When we own a business or represent a business, we need to truly be in touch with what our clients need. We need to know what their challenges are, what they are excited about, who they are, so that we know how to best serve them. The only way to do this is to listen.

Listening is one of the best ways to sell. If you are in touch with your potential customer/client you will know how to work with them and create a win-win situation.

Be In Service of Others

Building on listening, let’s go into service. I’m not just talking about excellent service on the part of us, our business/product, I’m talking about being IN service of others.

When meeting another person for the first time, do you screen them for potential customer status? That’s a given. What about if they do not have a remote chance of being in need of you or your product? Do you write them off and move on to the next one?

What would happen if you looked at each person in terms of what you can do for them instead of what they can do for you?

Think of the people that you really like to do business with.
-What characteristics do they embody?
-How much of their success do you feel is in direct proportion to their ability to listen and really help you?

My challenge to you:

Practice really listening to everyone you connect with this week and find one way that you can be in service of them that exceeds their expectations.

Assessing Your Sales Culture & Strategy

As 2021 heads toward the finish line and preparations for 2022 begin, hopefully you’ve taken the time to clarify the roles of your sales team and sales management. It’s a valuable exercise. Once roles have been clarified now you get to assess sales team strategy and culture. Regardless of your methodology, for many organizations, half of your sales representatives currently perform below average. Fifty percent are performing below average! Think about that. For many managers it is an indisputable fact. So why even assess the team? Simply put, to sell more.

Successful selling organizations consist of three components; investment, activity and results. The first component is the investment in the sales team. The investment is measured in compensation, benefits, computers, cars, training, hiring, meetings, sales material, phones and other related expenses.

The second element is the activity of the investment. Face-to-face meetings, travel, preparation, telephone calls and administration comprise the second element. The third, and vital, component stands alone; results. How many sales were generated? Profits? Current market share?

The glue that binds the three distinct parts includes your people, culture and customers. Is there a career path for salespeople? What is your turnover rate? Who are the sales heroes? What is driving the team to achieve?

The best sales managers and sales teams recognize four productivity drivers.

  1. Sales research-information related to market trends, target markets, customers, trends, etc.
  2. Investment and organization-size, structure and deployment of sales team allows you to get the right people at the right place at the right time.
  3. People-selection, training, managing, motivating, evaluation and termination.
  4. Sales systems and processes-compensation, incentives, benefits, internal support, etc.

Tests and surveys remain the most effective way to assess salespeople. Companies rarely assess sales management instead relying on results to determine effectiveness.

A successful selling organization operates in a progressive culture. What’s a culture? That’s best answered by the following story that is illustrative in how many cultures are established.

Six apes were placed in a room with a ladder. A bunch of bananas hung from the center of the room. One ape started to climb the ladder for the fruit and the entire room was showered with cold water. This happened a few times until any ape that wandered near the ladder was beaten by other apes in fear of another cold shower. The researchers decided to stop the cold showers should any ape approach the ladder. A new ape replaced one of the original apes. The new guy, not yet accustomed to the rules, headed for the ladder and received a thorough beating as the original apes expected cold shower. He learned not to go near the ladder. Eventually every one of the original apes that received a cold shower was replaced. The beatings continued. The replacement apes were unaware why they were prohibiting others from going near the ladder. They just knew the ladder was off limits as that is how it has always been.

That’s a culture. Are there any new apes on your team following old practices without knowing why? When processes are challenged are you hearing “because that is how we’ve always done it”? Cultures evolve over time and their origins are rarely known. Does your sales team have a culture? I bet it does. Is it a good one? Sales cultures consist of three elements:

• Norms-how individuals actually behave.
• Values-how individuals should behave.
• Work styles-diligent, tardy, professional, thorough, detailed, casual?

Changing negative cultures represents a significant challenge but is mandatory…if you want to grow as a business. People are the agents of change and must be supported by management. Who are the heroes of your sales team? How long have they been the department hero and for what reason? Knowing these answers will help you assess your culture.

You must first formulate your vision of the sales team and evaluate all key contributing factors. Great companies communicate their vision clearly and frequently with all sales related personnel. Don’t leave anyone out that comes in contact with your sales team.

Next, you must put your vision in action by rewarding individuals for acting in concordance with your vision. This is a process not a destination but as it evolves your sales will increase and profits will soar.

This takes courage. You need to ask and answer tough questions. Dedication to a better selling team is required. Don’t give up until your vision is clarified, communicated and leads to rewarding the winners.

“Only the wisest and stupidest of men never change.”- Confucius

Follow Up Tip #2

Tip #2: Assign homework to both you and the prospect.

I think that one of the reasons that sales professionals do not follow up as well as they would like is that they don’t know what to talk about next.

Consider this: The National Sales Executive Association did a study and found that, “80% of sales are made on the fourth to sixth contact.” When I share this with sales professionals, they are immediately taken back.

Usually, they talk about how long follow-up takes and that they don’t want to be labelled a “stalker”. But I contend that if every time you communicate with your prospect, you either give them homework, or have homework for yourself, you will further engage the prospect and they will be looking forward to taking your call the next time. You become the trusted consultant and not the “pesky salesperson”!

I hope this tip helps you in your follow up this week! As always leave a comment.

Devin

Some Do. Some Don’t.

Some do.

Some don’t.

Some will,

Some won’t.

Some do now,

Some do later.

Some never do

And say: “See you later”

Some get it,

Some don’t.

Some grasp it,

Some won’t.

Some live,

Some die.

Some ask:

“Why?”

Why it is? Who knows.

It’s just how it goes.

Some laugh,

Some cry.

Some are honest,

Some lie.

Some win,

Some tie.

Some say: “Just try.”

Be curious.

Move on.

Some pro,

Some con.

Some fake it.

Some make it.

Work with it,

Not against it.

Some slip,

Some rise.

Some see

With clear eyes.

You can’t

Change it,

Rearrange it.

It’s the set up,

Just face it.

But you can

Change yourself.

To attract some-

Living Wealth.

Your goal

Your control.

Some believe,

Some achieve.

Some reach,

Some hold.

Some are shy,

Some are bold.

Some grow,

Some won’t.

Some do.

Some don’t.

Sales Bit on Confidence

Sales Bit on Confidence

 

In my experience coaching sales reps, building confidence is a topic that comes up time and time again. Sales can be tough and with the amount of rejection sales professionals hear confidence often dips. The ability to maintain confidence will make or break any sales professional. You develop confidence in yourself by taking risk and pushing through. Build confidence in your product by becoming a product or service knowledge expert. Talk to past customers and ask them about their experiences. Build a list of testimonials to cement the confidence you build in your product. Surround yourself with confident people.

By developing a process of maintaining and building your level of confidence you will have a much greater influence on your customers and the people surrounding you. People like and gravitate towards a confident decisive person.

Success breeds confidence, but which comes first? That is the trick. We’ve all heard the “fake it till you make it” cliche. Sometimes confidence can be faked, but more often than not you can see right through it in selling situations. Focus on building lasting confidence.

Here are some tips to conveying confidence :

  • Maintain Eye Contact
  • Facial Expression and reaction- Acknowledgement
  • Tone of voice and pace- be strong, upbeat, don’t talk too fast
  • Be a product knowledge expert
  • No wimp words- Ask well thought out questions

Look for situations around you to practice building confidence in your presentation and conversations. The reel tape that you play in your head should revolve around successful scenarios not potential failures. Often times sales professionals lose the sale in their heads long before they arrive at the customer.  Starting off I’ve found  that it’s helpful to focus on being process oriented rather than goal oriented. For example, in building rapport use a simple process that has worked for me:

F.O.R.M.

F. amily (the customer, where they are from, etc)

O. ccupation (how long in position, etc)

R. ecreation (similar hobbies, do for fun)

M. e (transition to you or your message)

To build good rapport you must have good FORM. It’s easy to remember..

Confidence will come with practice, but don’t let any lack of confidence prevent you from starting. Jump right in and begin your process to confidence.

 

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