Peter Gianoli

No matter how often I tell sales people to stop using email and find a way to talk to clients on the telephone – I am a realist! Email will always be a salesperson’s default. So if that is the case I may as well summon up all of my resources and help sales people write the best emails possible.

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7 Ways You’re Projecting Insecurity Over Email

Insecurity is poison to a sales relationship. If your prospect picks up on any anxiety or self-doubt, they’ll lose respect for you — and more importantly, they won’t believe your recommendations are valuable.

So what can you do to project confidence? It’s tricky, especially because in sales you often go from feeling like a champion to a failure in single week (sometimes a single day).

One of the easiest areas to tackle is email. Prospects can’t see your face or hear your voice, meaning following these suggestions will instantly make you seem confident.

Here are seven things making you appear insecure and how to fix them.

1) Writing too much

Emails that go on and on scream insecurity. After all, if you believe your message is powerful and compelling, you don’t need to write a book.

Next time you’re sending an email for the first time that’s three-plus paragraphs, stop and pick out the most compelling point. Delete the other sections. You can send these in follow-up emails. (As an added benefit, this makes your messages more varied and gives the buyer a reason to keep opening them.)

Just make sure you don’t leave out the call-to-action — that’s one of the most important parts of your message.

2) Apologizing

Do you begin emails with lines like:

• “Apologies for contacting you out of the blue.”

• “Hope I’m not bothering you.”

• “I’m sorry to trouble you.”

• “I know we haven’t met, but …”

• “Hopefully you don’t mind me reaching out.”

• “I know emails like these can be annoying, so I’ll get right to the point.”

These lines are usually used with good intentions: Reps want to show consideration for their prospects. However, starting with an apology implies you don’t think you’re worthy of the buyer’s time.

If you believe in your product’s value, and you’ve done some basic qualification to ensure your prospect is a potential fit, then you’re not wasting their time. You’re helping them.

3) Using too many emojis

Emojis can add personality to your email and make it a little more memorable. But it’s easy to go overboard. If every line has its own symbol, you’ll look like you’re trying way too hard.

How many emojis is too many? It depends on your market. In many conservative industries, just one smiley face would be completely inappropriate. Yet someone in an informal, modern industry tends to be far more receptive.

Factor in your company brand as well. If it’s playful, you can be playful too. If it’s relatively buttoned-up, reign in the emojis and smiley faces.

My final recommendation: When in doubt, leave it out. You can always wait and see what your prospect does. If they use a smiley face or emoji, you’re free to use one too.

4) Using exclamation marks

I admit, I used to have a real exclamation mark problem. Any time I wrote an email without one, I worried I came across as cold.

But then I realized most of the emails I got from other people didn’t include exclamation marks, and I wasn’t reading them as rude. Those messages simply seemed professional

Now, I rarely use exclamation marks. They’re rarely necessary — especially in a sales context.

Have you ever wondered whether your marketing content has any value? Well it is time you got a handle on this equation – listen up and I’ll tell you why!

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How To “Price” Your Marketing Content

Have you ever asked yourself how much your marketing content is worth? You know, the ebooks you create. The infographics you design. The webinars you host. How much are they worth?

You need to know, because contrary to your beliefs, they have value and your ability to apply the appropriate value matters.

The value of your marketing content isn’t measured in terms of money, but rather by how much information your prospects are willing to give up.

The information you request for a download is the price. Understanding how to price your content is the key to maximizing your content strategy.

To simplify this a bit more, if your submission forms are asking for lots of required information, names phone numbers, company size, title, roles, etc. then that’s a high price for the content. It may be worth it, but know that’s expensive.

On the flip side, if you’re only asking for an email, that’s cheap.

YOUR CONTENT IS NOT FREE – let’s be clear, if you’re asking for any information as a condition of access to your content, your content is not free. The price is the information. The only time content is free, is when prospects can quickly click a button and get without inputting any information.

Don’t Price too High

Now that we understand our content is not free, rule #1 is; Don’t price your content too high. Like the pricing of anything else, value is key. Make sure that know what you’re asking for is worth what your offering. If you’re offering an infographic on general trends in the industry, asking for a lot of identifying personal and corporate information, may be too expensive and impede the volume of downloads

Too often companies over charge for their content, requesting lots of information for content that’s not worth it.

Don’t over charge for your content.

Don’t Price too low

Like over charging for content, you can under-charge for content. Undercharging for content happens when you don’t ask for enough information for something that is highly valuable. Maybe you’ve completed robust state of the market assessment that can help your prospects plan for their upcoming year. Only asking for an email is pricing it too low. You don’t want to give away such a valuable piece of content.

Pricing killer content too low can overwhelm your Sales Development Rep’s, marketing and more with unqualified, unidentified submissions that have little to no lead or opportunity value.

The key is to price right.

Understanding the value of your marketing content and pricing accordingly is key. It’s not enough to just create content and just throw it out there for everyone at one price fits all.

Consider offering content with varying price points. Create some truly free content, referring to more expensive content tucked inside. Create inexpensive content that requires little more than a first name and an email address. Create higher value content that requires identifying information like size of an organization, role, budget, etc. Finally, create expensive content. Expensive content is rich in data, insight, and value. Charge a lot for this content, require insights, identifying information, and even agreements to meet or scheduled appointment.

When we evaluate content through the lens of value and price, it changes the game. It requires we include price into the conversation. If we’re not getting the downloads or form submissions we want, is it the content or the price?

I am sure you have heard the saying “Just Do It” well in this episode we have an ever better saying…

In this episode of Monday Sales Coach we are also going to talk about Arguably The Most Important Job In Sales.

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Doing versus Keep Doing

You can’t get too far from the social media experts who tell you to, hustle, grind, put in the work, just do it. It’s a pretty popular message and it makes sense. You can’t finish unless you start.

But, doing isn’t as hard as keep doing.

It’s easy to write a blog post, it’s not easy to write one every day for a week or a year.

It’s easy to read a good book, it’s not easy to read a book a week/month for a year.

It’s easy to eat healthy over the weekend, it’s not easy to keep eating healthy.

It’s easy to go to the gym once or twice, it’s not easy to keep going to the gym.

It’s easy to start a lot of things, it’s just not so easy to keep doing them.

We spend billions of dollars and billions of hours every year starting things. Imagine if we kept doing the things we started. The hustle and grind

The hustle and grind are in the keep doing category. It’s the ugly, boring, getting your hands dirty, while you struggle to keep going. It’s not just doing it, it’s doing it over and over for a long time.

Maybe it’s time we switch from just do it, to keep doing it. That appears to be the part we struggle with.

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The Most Important Job In Sales

Sales Development Reps Your Job Is Arguably The Most Important Job In Sales

I work with a lot of SDR’s (also called BDR’s, Inside Sales Reps and more) and one of the things I often see is how many of them can’t wait to get promoted to account executive. For many SDRs, the role of setting appointments and being the first line of qualification is less than glamorous. Often, it’s not just the SDR’s who feel this way; it often pervades an entire organization’s culture, perpetuated by management.

SDRs are seen as the grunts too often, and that’s a shame, it needs to stop.

The world of sales has changed dramatically in the past ten years and at the center of this shift is the addition of sales development reps. These reps are responsible for picking the good from the bad AND teeing up the good.

It’s this latter part that I focus on most and use to differentiate great SDRs from average SDRs.

Whether from a marketing download or a from a cold call, the job of the SDR is to convince a prospect to have a meeting, to sit through a demo, etc.

It’s the SDR’s job to create demand, enough demand that the prospect is not only willing to meet with a salesperson but wants to meet with a salesperson.

There is a big difference between willing to meet and wants to meet and the best SDRs get prospects to want to meet with your sales people.

Ya don’t think there is a big difference between wants and willing? How different do you think the call is gonna go if the prospect was willing to meet with you vs. wants to meet with you. Yeah, I thought so. I’ll take wants to any day of the week.

Getting prospects or buyers to want to meet starts with recognizing that the meeting, the demo or whatever action you want the buyer to take IS the sale.

Great SDR’s understand that the meeting they are trying to get the prospect to take is their closed deal. It’s their sale and therefore, like any other sale, they have to provide enough value that the prospects says; yes,

Too often people are of the belief, that in sales assumptions are bad. That is a bad assumption.

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Why Great Sales People Assume When Selling

Assumptions are great. We need to make assumptions. Assumptions assist us in setting a direction, they give us something to aim for or a place to go.

Here’s a good example of what I’m talking about.

Your product or service only solves a handful or substantial, relevant problems for you target customers, therefore, you have to assume they may be experiencing one or more of those problems when you reach out. If you don’t assume they’re struggling with the problems why reach out.

Once deeper into the sales process, you could assume a particular feature you have could make a huge difference in their business, and if you’re correct it would move the deal close to close.

You could assume you need the CMO’s buy into the solution. If you do, that’s a great assumption. You could assume the price point may be too high for the customer, and if it is, that’s a great assumption.  You could assume the competition is trying undercut you on price and is offering a sweet deal and if you’re right, that’s a great assumption.

But what if you’re wrong?

If you’re wrong you’re stuffed and that’s where assumptions CAN be bad in sales.

It’s not that assumption that is the problem, it’s when we operate from the assumptions that we get our backsides kicked.

If we assumed your product doesn’t solve any material business problems for your prospect, when it does and you stop selling, that cost you commission and quota. If you assumed the CMO needed to buy into the solution and she didn’t but you kept pushing, that’s gonna turn some people off and cost you the sale. If you assumed the price point is too high, when it’s not, you’re gonna make a price concession when you don’t need to. If you assume anything and you’re wrong, you’re stuffing yourself if you act on it. And that is the key, don’t act on them.

The main point to assumptions is to make them, then validate them before you act on them. Making assumptions is great, make them, make lots of educated, smart, grounded assumptions, but then validate them. Look for evidence from the prospect, from the web, from relationships, from where ever you can to validate or invalidate your assumptions.

When we make assumptions and force ourselves to validate the assumptions, we become high-powered sales people. We put ourselves on a trajectory to get information, to go deeper and to be more informed. Having this information empowers us to create better solutions and equally as important allows us to create much better deal strategies.

Think of assumptions as hypothesizes, and like a great scientist your job is to make them validate them and then execute them, in that order.

Great sales people make assumptions every day. Don’t stop making assumptions. Do the opposite, get good at making good assumptions and learn how to validate them.

The old adage says when you assume, you make an “ass” out of “u” and “me.” I call bulldust. That only happens if you don’t validate the assumption before you act on it. If you validate it, there are no asses, just two people on the same page ready to make things happen.

Go make things happen.

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Provoking Questions vs Discovery Questions: How to Get Your Customer to Think and Self-Reflect

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There are two types of questions, discovery questions and provoking questions.

Discovery Questions

Discovery questions focus on “WHAT.” Discovery questions are designed to identify existing needs, problems, customer pain points, customer’s goals etc. Discovery questions are designed to get to the known, to ferret out what the customer knows about their environment!

Examples:

What are you challenged with?

What are you trying to accomplish?

What happens when you miss XYZ?

How will you be measuring success?

What have been the results to date?

Are you happy with your current environment?

What tools are you using?

Discovery questions target the known. Our goal is to “discover” what is happening at the client in an effort to understand their world and offer a solution to their problem. Discovery questions are great questions that provide the context we need to begin formulating a solution. Normally, however, not the best solution. Why? Because discovery questions don’t go far enough.

Provoking Questions

Provoking questions take questioning to the next level. Provoking questions are designed to challenge the customer to get them thinking in ways they hadn’t thought. Provoking questions are questions designed to get into the thinking processes and the logic behind their choices. Provoking questions target what is and was behind the decisions of your customers and prospects. It provides insight into what the customer or prospect knows, what they don’t know and what they prioritized to make their decisions. Provoking questions help you and your customer or prospect evaluate what they are doing and why.

Examples:

Where you aware that . . . ?

Did you know . . . ?

Have you considered . . . ?

Can I ask why you . . . ?

Have you seen . . . ?

Would you . . . ?

What was the motive behind . . . ?1

Provoking questions get the customer or prospect to think.

Effective questioning enables the customer to put unambiguous definition and great clarity around the issues and opportunities they are trying to address. To be able to respond to great questions from the sales person, the customer has to put structure, definition, and priorities around what they are trying to achieve.

. . . Great questions can help the customer think about how they will make the decision.

Ask provoking questions AND discovery questions. Go deep, get to what and why. Challenge your customer or prospects to self-evaluate. The more YOU get them thinking about their choices and why they are doing what they are doing, the more they’re going to come to you for direction and guidance.

Be your customers shrink and get them thinking about them!

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If you’re a sales person and you care about your clients, your personal development, your career, and your company, then I have a message for you.

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It’s Time To Up Your Game

Are we’re failing our customers, prospects, the companies we work for and ourselves?

In the past 15 years, there have been crazy advancements in the area of sales tools, from CRM’s that do just about everything except your laundry to data or insights applications that deliver a full dossier of your client’s life straight to your phone or desktop. There are even apps that tell you when to call a prospect and what to talk about.

Not surprisingly, advancements in the sales world don’t just come in the area of tools and applications; they also come via new organizations structures like inside sales, inbound marketing, ABM (Account Based Marketing) and more, all to make selling more efficient, faster and more predictable.

Selling has been turned on its head by technology.  It’s never been easier to sell.

Yet, I lament, it appears we are doing less selling than ever. We’ve become slaves to the machine.

In spite of all the new tools, new methodologies, insights, our selling, our commitment to the craft of selling is waning, and it’s time we get our act together and become the valuable purveyors of change our prospects expect from us.

Too many of us are operating from 20th-century sales rules that no longer apply, and it’s not longer OK or acceptable.

New Rules of Selling

Rule 1: You have to care about your customers and prospects.

I mean genuinely care about your prospects and buyer’s success and business.  Put them first, become an expert in their business, be able to bring value to them before you ask for something in return.  Your prospects are the ones with the money; they are the people with a problem, treat them that way. I don’t suggest you be their slave, but for sure stop looking at them as an ATM. Put your customers and prospects first. Build your selling methodology around them, and you can’t go wrong.

Rule 2: You don’t matter

Your prospects and customers don’t give a rat’s if you’re the top rep, are going on Presidents Club or are on a PIP. They care about their business and are looking for you to make a difference in THEIR world. They have their own set of goals, objectives, and needs that have nothing to do with you. Stop getting upset when they cancel a meeting, don’t show up to a call or choose the competition. It’s not personal. You nor your product are at the center of the universe. Pull up your big boy pants and move on.  The truth is, it’s probably your mistake that cost you the deal in the first place.

If you want to sell better, just keep in perspective, you don’t matter.

Rule 3: Stop sending stupid emails

The number of stupid emails salespeople send out is at an all-time high. Stupid emails are emails that do nothing for the recipient. They are selfish requests for time, and rarely offer anything of value for that time. Stupid emails unnecessarily interrupt a prospects day. No, your buyer doesn’t want to give you 15 minutes in their crazy busy schedule to tell you about their organization or discuss how you can improve their business.

Just stop.

If you can’t offer something of value, in the email that’s not product specific, don’t send it.  Learn how to create emails that create value for the recipient. Learn to create emails that teach, educate and inform the recipient.

Learn to write emails that give more than their asking.

Rule 4: You’re not that good

It’s time you stop thinking that because you’ve made Presidents Club 5 years in a row and because you’re one of the tops salespeople you have nothing to learn.

If you want to get better at selling this episode of Monday sales Coach is for you – on top of this we will also look at Personal Brand and your Digital footprint.

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Understand How To Win A Deal

You want to get better at selling? You want to get better at demand creation rather than demand reaction?

Then learn how to uncover your prospects “how.”

How does your prospect do what they do?

Here’s how it works.

Start with what your product or service does. What value does it bring?

Then start asking your prospect how they do what your product or service does now.

Ex: You sell hauling equipment.

“How” questions:

* How do you haul today?

* How long does it take?

* How many people are involved?

* How many trips does it take to haul?

* How expensive are your fuel costs?

* How frequently to you have to fuel?

* How much waste do you experience?

* How much manual loading is required?

* How far can you go without refueling?

* How much can you load in a single trip?

* How quickly can you unload?

* How fuel efficient is your hauling?

*

I don’t run a hauling equipment company, but if I knew the answers to these questions, I’m pretty sure I could sell a lot of hauling equipment.

Why?

If you’re selling anything that is valuable, what your selling should be an improvement over what they are doing. If you don’t know what they are doing, you can selling an improvement.

Learn your prospects “how.”

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Your Digital Footprint

What happens when you Google your name?

What comes up?

You’re Facebook page, your LinkedIn profile, what?

Do you like what you find? Is it consistent with who you are and how you do your job? Is what you find when you google your name, consistent with who you are?

If someone had to make a split decision on hiring you or not, based on your social presence would you get hired?

All I can say is, the answer better be yes! If it’s not, that’s a problem.

 

People expect to find who and what they are looking for when they Google something and if they don’t they become suspect.  We’ve become and information society and that’s quickly changing the success game.

People want to know who you are, what makes you good, how you do what you do and more before they meet you. They aren’t OK learning it in an interview.

Take the test and search your name, what does a Google search say about you and is it good enough?

Personal brand matters.

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Have you ever wanted to scale your sales team and get big? Then this episode of Monday sales Coach is for you!

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How To Scale a Sales Team

We all want to get big. We all want to grow up and be the big girls or boys on the block, right?

Growth is what it’s all about in the world of business.

Growth is the goal.

But there ain’t no growth without a highly functioning sales team.

This episode is going to break down how to scale a sales team in today’s modern sales world.

I’m not going to start this topic with how to hire more sales people or how to add new processes, or how to change the culture or hire a CRO or, or, or. I’m gonna start in a place you’re probably not expecting.

When it comes to scaling a sales organization, the first question that must be answered is, why?

Why do you want to scale the sales team?

I know what you’re thinking.  What kinda question is that?  The answer is obvious. You want to scale to grow faster, make more money, get more clients, etc. Sadly, these are the wrong answers, and it’s these answer that gets too many companies in trouble.

The reason for scaling a sales team can NOT because you WANT to grow. It must be because you can no longer grow as you are currently structured. Leadership should only be considering scaling if they can no longer grow or they anticipate they will no longer be able to grow in the current environment.  (For the sake of clarity, I’m defining scaling a sales organization as a fundamental restructure to accelerate revenue growth. I don’t consider simply hiring a few more sales people as a scaling.)

In business, there hopefully comes a time when your current structure and way of going to market no longer works. You are unable to drive the leads, close the deals, penetrate the territory, capture new industries, etc. Your current sales environment is tapped out or getting tapped out, and the desired growth can not be achieved if you don’t change.

This is the only time scaling should be considered and here in lies the first lesson.

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UNDERSTAND WHY YOU ARE NO LONGER ABLE TO GROW

I know it seems like a rather simple question, but you’d be surprised. Scaling a sales organization requires that you know why your current sales structure and the team are unable to continue growing and therefore what needs to change. This question must be addressed first. It needs to be answered with tremendous clarity and thought.

Until you know why your sales team’s growth has stunted or will be tapped out soon, you will not know why you need to scale.

There are a few reasons why sales teams need to scale because they’ve run out of runway.

The Key Reasons for stunted Sales growth

When a sales team taps out and is unable to grow any further, it can typically be attributed to a handful or key elements.  By understanding which of these your organization is struggling with, allows you to restructure the team for growth properly and not exacerbate the problem.

The market has changed. 

Market changes can come in many different forms, increased competition, less greenfield, governmental mandates, market maturity, commoditization, increased options or solutions and more. When a market goes through a fundamental change, existing sales forces are rarely able to maintain their momentum as they were not designed to sell into that type of market.

This can be seen in startups who are first to market. With a heavy emphasis on first to market advantages, these companies leverage relationships, word of mouth, press,

Defining who a customer really is and isn’t can often be a time consuming and soul-destroying issue for sales people, in this episode of Monday Sales Coach I will give you some early warning signs to look out for.

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EARLY WARNING SIGNS

Problem:

“What am I doing here?”

Robert said to himself.

He was twenty minutes into the initial meeting with this prospect, and he was clearly fighting an uphill battle. All his attempts to develop rapport were met with apathetic, almost frigid responses. His questions, simple and innocuous though they were, received little more than one or two word responses.

“What’s going on here?” he wondered.

This guy won’t even crack a smile and yet he gave me the appointment. Is he just having a bad day, or do I have a hygiene problem?

He just couldn’t figure it out, yet he kept at it, trying to pump some life into this dying appointment. He wanted to quit, but his ego wouldn’t let him; he felt he should be able to breathe some life into this situation.

We’ve all been there. We work hard to get an appointment and are determined to take the sales process all the way through to the end, to make that “all-important” presentation. No matter what. And it almost never pays off.

Analysis:

Some prospects just aren’t worth the effort.

Let’s face it, there are “good” prospects…and “bad” prospects.

In fact, a bad prospect is not a prospect at all. Any prospect that is antagonistic, vague and even non-communicative is a bad prospect. But salespeople, despite the obvious danger signals, are almost completely reluctant to disengage.

The old “hope-a-hope-a” strategy is firmly entrenched, along with a liberal dose of denial of the obvious warning signs.

This old adage comes to mind…if it walks like a duck and quacks like a duck, it probably IS a duck. Well, if it exhibits all the initial danger signs of a bad prospect, it probably is a bad prospect.

Solution:

The good ones deserve our time and effort. The rest should be dumped like a bad habit.

Every prospect must pass the first qualifying hurdle, or you must disengage quickly.

There are definite warning signs, and fortunately, they show up early in the process and are easily recognizable, if you know what you’re looking for.

If you can’t answer positively to these six quick qualifying questions, your continued efforts with the prospect will probably be futile. Here they are…

* Is the prospect friendly?

* Will the prospect answer your questions?

* Does the prospect know what he wants?

* Will he give you access to the decision maker (assuming you’re not at that level yet)?

* Does he want “it” in a relatively short time frame?

* Will he work with you on an exclusive or semi-exclusive basis, or is this going out to the entire world?

If you’re getting a bunch of negative answers to the above, your prospect may simply be looking to pick your brain, and it’s probably time to say “Adios” and move on. Here’s a nice way to do it.

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Customer service is directly related to customer satisfaction, lets discuss 4 ways to keep your customers happy plus we will take a look at the perils of discounting. Let’s get started.

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4 Ways to Keep Your Customers Happy

To keep customers happy need not be an onerous task.

If there is one thing that customers often complain about, it is customer service; either they found the company’s service unsatisfactory or its promises unmet. The frustration with poor customer service is understandable. In fact, it hardly comes as a surprise, as many businesses and or salespeople routinely make promises that they know they cannot deliver.

Poor customer service does not only translate to unsatisfied customers. It also results in tarnishing a company’s reputation, which in turn makes it tough to gain referrals. Not surprisingly unhappy customers will be reluctant to recommend your products and services to their friends, on the contrary, they will find every reason to discourage others from doing business with you.

Given the extensive damage that poor customer service can inflict on your sales and the company in general, what can you, do to prevent this from happening?

One thing successful sales professionals do is to steer clear from making unrealistic promises. Remember, no one likes unmet expectations.

You can prevent this and thus keep customers happy and eager to give you referrals by;

* Never under-deliver

If you promise your client that you will deliver something, then ensure you do so. There should be no excuses. Do not make the mistake of delivering less than what you have made your customer expect. Remember that you want to build a good relationship with your customer, so always keep your promises.

* Do not overpromise

Many salespeople make the mistake of promising too much. While some of them may have good intentions most of them ultimately find themselves breaking them. Especially, do not assure your customers of something that you know you would have difficulty delivering to simply make a sale.

* Give yourself an allowance for time delays

Instead of giving your client the shortest turn-around possible, be wise enough to build in allowances for delays in delivery. You should already know when you can complete a certain job, but allow buffer time. For instance; a particular job should require ten days for completion. Resist the urge to promise your customer ten days, instead make it 15 days to allow for any delay.

When you add in buffer time, and you turn up with your delivery earlier than schedule, you end up looking like a hero. Your customers will most likely continue to patronise your products and services and recommend you to other potential clients.

* Be realistic with your timeframe

Salespeople meet all sorts of clients in the field, and among these clients are those who have an I-want-it-done-yesterday mentality. These clients expect you to get things done in a ridiculously short timeframe, and it would not do you any good to bow to their demands.

Instead of committing to a schedule that you know you could not meet, tactfully help your client to understand why you need a longer timeframe than the one that he or she has in mind. Emphasize that a longer timeframe will allow you to deliver the best quality; that should be enough to convince them.

The bottom line for all these tips is this: Keep your customers happy. Remember that a happy customer will cost you less in the long run.