Your True North (Sales Bytes, November 20, 2014)
Your guiding principles are your True North. These unyielding principles keep you on course. These non-negotiable principles are literally what you give your life for.
Four Sales Questions that Have to be Answered (Paul Reilly)
In Marilee Goldberg’s, The Art of The Question, she mentions that a question asked at the right time, to the right person, and in the right way can spark creativity. Goldberg has the right idea. Every question asked should serve a purpose.
I’m Satisfied With My Current Supplier (Sales Bytes, November 4, 2014)
Inertia, the stuff of physics, is a major obstacle for salespeople. Our research found that the second major challenge salespeople face (behind price resistance) is buyer inertia: “I am satisfied with my current supplier or product.” The buyer does not want to change. Change is a function of pain and gain.
Are Your Salespeople Chimps? (Paul Reilly)
We recently took a family trip to the St. Louis Zoo. We were standing outside of the chimpanzee exhibit watching the chimps enjoy their lunch. I noticed something interesting about the way the chimps were being fed. Instead of freely tossing the food into their habitat, the zoo keepers would hide the food in burlap sacks and scatter them throughout the faux jungle. The zoo keeper explained that the chimps are better off having to find their food in the burlap sacks; it keeps them sharp, and develops their skill set.
How are you feeding your salespeople?
Stop Selling Commodities (Sales Bytes, October 23, 2014)
A commodity is a product that is differentiated only by its price. If the only thing that differentiates your product from the competition is your price, you have more than a pricing problem. You have a failure-to-stand-out problem.
“Just Go Sell More” (Paul Reilly)
Every salesperson struggles at times. Ironically, managers struggle to help these struggling salespeople.
If You Want to be Different, Lower Your Price (Paul Reilly)
Companies struggle to be different in a way that is meaningful to their customer. Companies will look far and wide for ways to be different, and they neglect to look in the right place.
The Real Mission of Value-Added Selling (Sales Bytes, September 30, 2014)
Our mission in Value-Added Selling is simple: We sell products by solving problems, satisfying needs, and serving people. On the surface, this may seem obvious. That is why we dig deeper.
Practice Doesn’t Make Perfect (Paul Reilly)
The simple act of practicing doesn’t mean you achieve perfection. Simply showing up doesn’t mean you are going to be successful. Making X number of calls doesn’t mean you will make Y number of sales.
Is Your Pitch Breaking the Law? (Paul Reilly)
According to the FTC, a product can only be marketed as new for six months. Salespeople routinely make a sales pitch under the premise that the product is actually new.
All Roads Lead to Profit (Paul Reilly)
When the Romans ruled the world, a familiar expression was, “All roads lead to Rome.” The expression is straightforward. They ruled the world, and no matter how far you were from the Colosseum, the road you were on led to Rome. The true meaning is more philosophical. You can take several paths to reach the same goal.
Customer Holding Patterns (Paul Reilly)
When a commercial pilot is ready to land their plane, the tower will guide them in. If there is a drastic change, the tower will ask the pilot to change their intended course to a holding pattern. The holding pattern is a safe alternative and everyone feels comfortable. The pilot and the tower have every intention of landing, but the timing isn’t right. Is your customer in a holding pattern?
Degrees of prospect satisfaction (Paul Reilly)
Accurately determining the satisfaction level of a prospect can be a difficult process.
Singletasking versus Multitasking (Sales Bytes, July 8, 2014)
Multitasking is one of those things in life that just because you can does not mean that you should.
Two Things Customers Want (Sales Bytes, June 27, 2014)
The Yin and Yang of business are the dynamic forces of contraction and expansion. Contraction is tightening and expansion is growth. These forces translate into the two things every customer wants: efficiency and traction.
Social Media Selling 101 (Paul Reilly)
If your game of phone-tag seems more like hide-and-seek, then it’s time to change the way you communicate with your customers.
Value-Added or Value-Received? (Sales Bytes, June 12, 2014)
Value-added is everything you do to something from the moment you touch it, transform it, and transfer it to someone else. It is how you put your fingerprints all over what you sell. Knowing your value-added is an important step in preparing to sell your value-added.
How People Decide (Sales Bytes, May 29, 2014)
Salespeople who sell to the buyer’s needs and wants are three times more likely to close the deal at a higher gross margin than salespeople who sell only to the buyer’s needs.
Why Do Customers Resist Change? (Paul Reilly)
I asked this question in a recent seminar. Read the article to see the responses I received.
Price Resistance Is Inevitable (Sales Bytes, May 13, 2014)
Of course you will hear price objections! I would be shocked if you didn’t. The simple psychology of human nature predicts this buyer reaction.
The Power of Your Words (Sales Bytes, May 5, 2014)
It is an exciting time to be in the communications business—selling and speaking. The burgeoning field of neuroscience is working its way into most professions, especially sales.
Calling Patterns of Today’s Salespeople (Sales Bytes, April 29, 2014)
Last fall, I conducted a study to determine the calling habits of B2B salespeople. Our sample was 297 distributor and manufacturer outside salespeople. My 33 years of sales training experience told me salespeople spend too much time doing things other than face-to-face (F2F) selling. The findings are disturbing.
A Job or a Calling? (Sales Bytes, April 7, 2014)
What is the difference between a job and a calling? Value-added salespeople view sales as a calling, not a job.
Don’t Burden Yourself with Low Expectations (Sales Bytes, March 27, 2014)
People rise or fall to the level of expectations that are set for them. What about the expectations you set for you?
Post-Sale Analysis (Paul Reilly)
A majority of salespeople do not thoroughly review their wins and losses. Instead of a thorough process review, there is an emotional review.
There’s No Traffic Jam on the Extra Mile (Sales Bytes, March 17, 2014)
“Nothing can do you so much harm as a lousy competitor. Be thankful for a good competitor.” (Market research pioneer Alfred Politz)
The Elevator Speech (Sales Bytes, March 4, 2014)
Everyone needs a good elevator speech. It is the fundamental sales conversation starter. The elevator speech has been around for at least as long as there have been elevators, probably longer.
The Power of Surprise (Paul Reilly)
Surprise has the ability to make every service experience that much better, or make everything worse.
What is Your Value-add-itude? (Sales Bytes, February 18, 2014)
From which direction does your definition of value flow—from you to the customer or from the customer to you?
Loss of Contact (Paul Reilly)
We have all been there. We meet with a prospect who starts to heat up. They like our company, they like us, and they like the solution we have provided. It is shaping up to be a nice sale, but we lose contact. The once-hot prospect has now cooled.
What is One More Call Worth? (Paul Reilly)
This is a perplexing question to answer because the answer will always be different.
Great Sales Attitudes – (Sales Bytes, February 10, 2014)
Sometimes, simplicity is best. These are a few of the attitudes we teach in Value-Added Selling.
Deep Listening – (Sales Bytes, January 28, 2014)
Deep listening is more than capturing sound that meets the ear. Deep listening precedes understanding. It is not enough that we know our customers’ needs, wants, and fears; we must understand these and the driving forces behind them.
Should Salespeople Have Pricing Authority? – (Sales Bytes, January 23, 2014)
“It is a commonplace observation that work expands so as to fill the time available for its completion … work (and especially paper work) is thus elastic in its demands on time.” Cyril Parkinson, a British Naval historian and writer penned these famous words in his tongue-in-cheek essay in a 1955 edition of The Economist. This principle became known as Parkinson’s Law.
3 Ways to Tick Off a Customer – (Sales Bytes, January 14, 2014)
As an evolving professional speaker, I am always on the lookout for new material. It keeps things fresh. In Value-Added Selling, this is called tinkering. Inevitably, someone in the marketplace accommodates my professional growth and my tinkering.
Tom Reilly’s Reading List
I often get the request for a reading list of books to add to a professional library. Here are some of my favorites. Enjoy.
This Year I Will Diet . . . (Paul Reilly)
How often do we make the same resolutions? This year, consider switching it up and focusing on professional development. Your competition is.
Are You Ashamed of your Profession? (Paul Reilly)
In certain cases, salespeople are viewed negatively by their companies, their prospects, and themselves. Some organizations consider their salespeople a pain when they challenge the status quo, policies and procedures, or other members of the organization.
3C Service Strategy (Paul Reilly)
According to a recent Gallup Poll, 93% of customer experiences are average or below average. Customer service is more difficult than ever before and customer expectations are at all-time highs.
We Need To Talk (Paul Reilly)
B2B is More Than Business-2-Business—It Is Back-2-Basics (Paul Reilly)
Why do we hear the term “back to the basics” so frequently? Because it works. Regardless of the arena, “back to basics” is in everyone’s playbook. In the military, recruits begin with basic training. Athletes in a slump go “back to basics.” In politics leaders preach “back to basics.” The message applies everywhere, particularly in business. Why are basics so important in business?
How to Tell if Your Customer is Lying
The Power of Value-Added Selling
The top-line pressure that salespeople face today is both a strategic and a tactical challenge for their companies’ bottom lines. Global economic concerns, high unemployment, and a lethargic recovery from the Great Recession have most people feeling anxious.
Value-Added Is Thriving
Value-added is neither a cliche nor a gilded lily, but often misunderstood. It is neither a chic nor a whimsical attempt at standing out. There is nothing faddish about value-added; it has been around for a long time. From pre-historic peoples that decorated cave walls with images of their time, to today’s digital imagery, humans have been adding value to the way they record their view of the world.
What Is Value-Added Selling?
The problem with conventional sales training is that it offers selling techniques independent of a broader, more coherent go-to-market strategy. Value-Added Selling is more than a book, a speaker, or a website; it is a philosophy and an organizational go-to-market strategy. Variably called added value selling or value based selling, Tom Reilly explains Value-Added Selling as a philosophy and a process. His pioneering book spawned the value-selling revolution. This article will help you understand how to design your value added sales training program.
How to Build a Persuasive Sales Presentation
Persuasion is a core competency for salespeople. To sell more effectively, you must become a master of influence. In this article, Tom Reilly teaches you how to build a compelling value story by using your passion, unique selling proposition, and value proposition to increase your persuasiveness.
The 4-P’s of Professional Selling
The sales force exists for one reason—to execute marketing strategy tactically. Successful sales and marketing teams work jointly to articulate their value proposition to the market. Drawing parallels to the Neil Borden’s concept of the marketing mix, Tom Reilly discusses personalization, perceived value, performance value, and proof as vital to creating a value-added sales presentation.
Value-Added Selling Is a Team Sport
Functional silos are a leading cause of customer dissatisfaction. The sales force may sell the first experience with the customer, but it is the total experience with a company that brings customers back. In this article, Tom Reilly shares his insights into teamwork, silos, and how value-added organizations create satisfied customers.
The Value-Added Sales Process
Many problems that salespeople encounter come from a short-term, transaction-oriented sales mentality. This transactional approach means that they go from deal to deal and from order to order. Buyers view them as order takers. In this article, Tom Reilly discusses Value-Added Selling as a process. This strategic approach to selling makes salespeople better planners and thinkers about the sales process.
Customer Service Is More Than a Department
In most companies, customer service is more of a department than an attitude. This means that only certain employees feel and act accountable for customer satisfaction. The American Customer Satisfaction Index (ASCI) has fallen in recent years. In this article, Tom Reilly discusses how you can make the customer service philosophy a reality in your company.
How to Create a Value-Added Sales Culture
Building a sales culture is a top-down, bottom-up process. Sales managers must be strategic thinkers and coaches for their sales force. In this article, Tom Reilly offers his thoughts on sales coaching and what sales managers must do to create a value-added sales culture. Tom drills down into five specific areas for creating this sales culture: introspection, mission clarity, focusing, planning, and coaching salespeople.
How to Become a Better Sales Coach
One-in-three sales managers is rated as an outstanding coach by his or her salespeople. This means two-thirds of sales managers need help to become a better sales coach. In this article, tom Reilly discusses seven rules for sales managers that want to become better coaches. Additionally, tom offers tips for delivering feedback. This material is excerpted from his book, Coaching for Sales Success.
Are You a Great Manager?
A twenty-five year study of 80,000 managers conducted by the Gallup organization found common denominators of great managers. In this article, Tom Reilly shares with you the findings from this study.
Leadership in Tough Times
Tough times demand a lot from leaders. In tough times, employees look to their leadership for reassurance and steadiness. In this article, Tom Reilly discusses what managers must do to become strong and effective leaders in tough times. For their teams to thrive, not just survive in tough times, sales coaches must lead by example. Tom offers specific tips to achieve this.
Selling in Tough Times Is a Matter of Attitude
To prevail in tough times, salespeople must do these three things: consider the source of bad news, remain optimistic, and use positive mental programing. Tom Reilly shares his insights on how salespeople can thrive, not just survive in tough times.
Tough Times Attitudes for Salespeople
In tough times, half of the battle is in your head and the other half is on the streets. The mental battle is as important as the battle you fight in the field. In this article, Tom Reilly shares specific ideas on how salespeople can sell value in tough times. Tom emphasizes that you have a choice for how you want to compete in tough times.
When You Can’t Compete on Price
Price resistance is daily reality for salespeople. There can only be one cheapest supplier; the rest must compete on value, not price. If you cannot compete as the low-cost provider then you must compete on your value-added. In this article, Tom Reilly discusses how you can compete on your total value, not just on price. Tom emphasizes that it is important to add value, not cost.
What Is a Fair Price?
Guilt is a major obstacle to salespeople capturing maximum value from the sale. Your attitude and beliefs can be your biggest competitor when it comes to profitability. In this article, Tom Reilly discusses the negative attitudes that affect how profitably salespeople sell.
Price Objections Are the Number One Obstacle for Salespeople
The five most dreaded words for salespeople are: “Your price is too high.” A study of sales manages found that price objections are the number one obstacle for salespeople. In this article, Tom Reilly explains that cutting price in only one way to respond to price resistance.
Crush Price Objections
Price shoppers offer push-back on your price. Salespeople have options beyond lowering price for dealing with price shoppers. In an article named for his best-selling book, Tom Reilly offers six ways to respond to price objections. This article will help you feel more in-control of your reaction to price resistance.
Factors That Affect Price Sensitivity
Price-sensitive buyers try to get salespeople to cave in on price. Responding to price objections means that you must first understand those factors that affect price sensitivity. In this article, Tom Reilly discusses how your knowledge of these factors can make you a better price negotiator.
Why Salespeople Cut Price
The number one reason salespeople cut price is because they can. There are many reasons why salespeople cut price. Price negotiations do not necessarily have to end in the salesperson’s lowering the price. In this article, Tom Reilly offers insight into why salespeople fail to hold the line on prices.