How To Stop Assuming The Sale

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How To Stop Assuming The Sale

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In the last few years, salespeople have gotten a bad rap. We are often seen as pushy, over-the-top, and self-centered.

While ambition may help us close some deals, it often destroys our credibility with prospects and customers.

The best salespeople are masters at not assuming they know everything about their prospects, while uncovering what they need to so they can build credibility as solution providers.

To learn how we can stop assuming we know about our prospects, we sat down with Donald Kelly, founder of Sales Evangelist Consulting and Training. He showed us a simple system that we can use to ensure that we stop assuming in every area of our sales process and build more credibility along the way!

Because we’re trimming hope from our sales strategy, we’ll use the acronym TRIM to guide us through creating a system with a trigger, ensuring it’s repeatable, building in ways to improve it and of course, ensuring it’s measurable and getting us results.

T – Trigger: To trigger the system, Donald says we should first identify who we work best with. This means mapping out who we can get intelligence on and who, among all our prospects, are most likely to say yes. As part of our trigger, we need to ensure that we understand their role and the challenges that are unique to their industry and position.

R – Repeatable: To make the system repeatable, Donald says we need to first identify the organizational chart of the companies we are pursuing and look at how our offering benefits each of the decision-maker roles.

Second, we need to define how what we sell helps each of those individuals personally and professionally.

Third, during our discovery call we need to create a mutual action plan with our prospects. This will ensure that we can take an otherwise chaotic process and manage it like a project.

Fourth, we need to share our sales process with buyers. They should have full transparency into what to expect next.

Fifth, we need to ensure we always tell our prospects what to expect next in the sale. Donald says it is critical we don’t leave the next step in their court.

Sixth, we need to confirm what else our prospects need to do to make decisions. This may be based on how they did business with sellers like you in the past, or what internal protocols they may have for making a buying decision.

Seventh, ensure that you move from the phone or virtual meeting to texting as quickly as possible. Share your cell phone number with your prospect and ask for theirs in return. Your closing ratio will go up exponentially if you are communicating via text.

Eighth, ensure that you are using omni-channel communication throughout your sales process. This means using text, phone calls, LinkedIn, email, and virtual meetings.

I – Improvable: To improve how well we build credibility and stop assuming the sale, Donald recommends we get outside opinions. Have someone on your team or even a sales peer at another company look at your campaign cadence and ask what they would do differently if this was their account.

You can also review your discovery calls and assess yourself on how well you did.

A final way to improve is to ask the client as soon as you close the deal what you could’ve done better as a salesperson.

M – Measurable: to measure the effectiveness of the system, Donald recommends first looking at velocity. How fast are your deals progressing through your pipeline?

Next, measure the size of your deals. Because you’re taking the time in the early stages of the sale to identify those buyers who make better fits for your business, you should see an increase in deal size.

Finally, measure the balance of your pipeline to ensure you have at least three times as many opportunities as you need to meet quota. Ideally, try to have five times as many opportunities.

By not assuming any aspect of our sale, we can ensure we are building more credibility with our prospects, ensuring we sell more and serve more!

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