January Sales For Business

Writen by Vernon Stent

Inevitably - and surely rightly - business men and women take their eye off the ball while they take their holiday break. The business community can at last be human again, spending time with family and friends. The turn of the year marks a universal celebration where we look back at what went before and look forward to the future. Just as inevitable, though, the whole cycle starts again and business cranks back into gear a few days into January.

In early January many business people have one great big cloud over their heads. This cloud represents budgets. The cloud may be darker for some than for others. Many companies roll up their financial year at the calendar year end. Many others have April as their new financial year. If you are in the first category you may be in the process of spending your new budget, careful to ensure it is spent wisely and not all at once! If you are in the second category you will be in the final throws of planning for next year's budget, probably negotiating for this or that project that you just know will bring great benefits to your company.

For those in the business of selling products the budgeting process can be akin to the January sales where you should be making a strong pitch for business. Why? Because many have a brand new budget, coffers full and others are planning next years budget. You will either be selling your product to budget holders that are flush with money or you will be attempting to insert provision for your product in next year's budget. Whichever way, January is a good time to act.

Businesses selling lower cost items for which little authorisation will be required will particularly benefit by selling to those companies who have a new established budget. If you are selling higher cost items you would be best targeting those companies that are in the process of planning next year's budget. That said, there is an argument for all companies to target large company's individual budget holders towards the end of their financial year. Some budget holders will wish to use up their allocation for fear of setting a precedent and having the following year's budget slashed. Of course, targeting a company that doesn't really need your product seems to me to be a waste of time, but it amazes me how many marketing drives are so broad that these wasted contacts are made. This is the case even when a budget holder is trying to use their allocation. There surely must be a genuine need for your product.

I am the marketing man for Arkay Hygiene from the UK. The pest control products sold by Arkay are increasingly required by both the private and the public sector. The variety of products for sale start at a few pounds and range to four figures. The kind of strategic marketing described above is essential to Arkay in order to achieve effective year-round sales volumes.

Vernon Stent is marketing consultant to Arkay Hygiene. An example of a low cost product are Bird Control Spikes. Examples in the higher range include Industrial Glueboard IND35 Fly Killers

There Is No Such Thing As A Competitive Account

Writen by Mace Horoff

You have customers who are buying from the competition for years. Whenever you make a sales call, they tell you how satisfied they are with Brand X, and that there is no reason for them to consider a change at this time.

Many medical sales people make the mistake of labeling these prospects "competitive accounts" or "competitive providers." When you do this, you are taking yourself out of the game, and in this business, the game is never over!

When you allow the "competitive" label as it relates to a prospect or customer into your subconscious mind, you are reducing the possibility in your mind that they will ever do business with you. This affects your overall approach to this account since every attempt to make a sale feels like you are just spinning your wheels. And guess what – if at some level you feel that the provider or account will never do business with you, by virtue of how you approach this account, they probably never will.

By now you are asking, "If they aren't competitive accounts and customers, then what are they?" They are prospects, customers, and accounts in your territory who are not buying from you yet. That's all.

It's time to start treating the prospects and accounts that you have not yet developed a fruitful business relationship with, the same as the customers and accounts that you have. That's right - treat them like you have already earned their business and have established a business relationship with them. When you make a sales presentation, expect the same results as you do with your current customers. You expect your existing customers to buy if you present something that will improve how they care for their patients, right? Why expect the other potential customers in your territory to respond any differently? Don't make up their minds for them, after all you are offering them the same product that your current customers are buying, correct?

There is some sage advice in the sales world: "Expect the sale." It holds true today and it always will. Think about it for a second – if you don't expect the sale, then why are you getting out of bed every morning and going to work as a sales professional? Certainly not to achieve what you don't expect!

The accounts in your territory are every bit as much yours as they are anyone elses. Sell to all of your customers and prospects with the same expectations! When a customer tells you, "No, I'm not ready to change at this time," just relax and tell them in an empathetic way, "I understand. When you are ready, whether it's tomorrow, or next year, I'll be here." And then try to sell them tomorrow (i.e., don't wait until next year!)!

Opportunities for change occur by the minute in this business. Your job is to stay in your accounts' target radar zone at all times so that the moment there is the slightest doubt with their current provider – there you are!

There are no competitive accounts – just accounts that are yours, and those that will eventually be yours. Approach them with the same expectations, and in time watch what happens. Your competitors will be describing your new accounts as "competitive accounts."

© Mace Horoff, 2006

Mace Horoff is a professional speaker and medical device sales trainer. He was a successful, award-winning sales representative in the medical device industry for over 22 years. Mace is founder and president of Sales Pilot Consulting, a company dedicated to training medical device representatives for success. He can be reached at (561) 333-8080 or email. For information on having Mace speak for your group or to learn more about Sales Pilot training programs, visit http://www.MedicalSalesTraining.com

Too Much Empathy Will Cost You Money

Writen by Shamus Brown

Ever have a prospect start out your sales call by asking you "so how much does this cost?" as the first question out of his mouth? How you handle this question, and subsequent ones like it, will greatly influence the outcome of your sales-call.

Right now is an excellent time to examine some of your beliefs about selling. Do you believe that this is a reasonable question for the prospect to ask? Would this be one of your first questions of a seller if you were the prospect? Do you agree with saying's like "The customer is always right."?

If you agree iwht most or all of these beliefs, would you then answer his question directly with a price? Just because the prospect asks a reasonable question does not mean that the smart thing to do is to answer it. Doing this at the very least could cost you money that you did not know the prospect had. And, doing this could cost you the entire sale, if the prospect prematurely rules you out because you are "too expensive".

People make buy, no-buy decisions for emotional reasons. Imagine that your buyer looks at a scale on which she weighs the emotional consequences of her decisions. If the sales call begins with your answer to "how much does this cost?", which way do you think her scale tips? Gee, you don't know because you haven't had the chance yet to ask about this buyer's budget or financial resources. Unless you are lucky enough to be priced right within her budget, chances are this scale is going to tip very negatively against you. And you are rapidly on your way to losing this sale. In fact, you may not even get a chance to finish this sales call now.

How do you tip the scale towards the positive, towards you? Ask questions to help the buyer discover his emotional reasons why he wants and needs your product now. Ask questions that uncover the consequences of not buying from you. Take control by turning the prospect's question to you into a question back to him. This question could be as simple as "Do you mind if I ask you some questions first to see if you even need any of my products/services?"

Take control of the sales call up-front, and tip the scales in your favor.

© 1999-2004 Shamus Brown, All Rights Reserved.

Shamus Brown is a Professional Sales Coach and former high-tech sales pro who began his career selling for IBM. Shamus has written more than 50 articles on selling and is the creator of the popular Persuasive Selling Skills CD Audio Program. You can read more of Shamus Brown's sales tips at http://Sales-Tips.industrialEGO.com/ and you can learn more about his persuasive sales skills training at http://www.Persuasive-Sales-Skills.com/