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Their performance creates a very poor representation of what is
otherwise a very good business. Listeners have forgotten the
pitch before it’s even over!

Some people have a natural gift for speaking well
extemporaneously, and they manage the process with great
self-control. But, for the other 80% to 90%, it’s a different
story. They muff important opportunities over and over in many
daily situations. They frequently miss the chance to make
valuable business connections or to develop brand new prospects
and customers.

Very few business people make the effort to script out a
compelling 60-Second Elevator Script (60 seconds is the time you
have to meet someone new in an elevator!) that’s committed to
memory and is able to be delivered at a moment’s notice.
However, it’s so simple to do, and it’s one of the most
effective marketing tactics you can employ.

Everyone knows the importance of first impressions during the
first few seconds of meeting someone new – - – whether it’s how
you dress, the sound of your voice, or the words you use. A
concise, well-stated business pitch costs you absolutely nothing
to develop, except for a little time, some thought, and, of
course, memorization.

I use a simple four-step process when scripting these pitches
for clients:

1. Interrupt

4. Offer.

Begin with a sentence or two that achieves the same result as a headline in a good ad. It attracts attention because it Interrupts the listener with information that has emotional meaning, usually something that deals with problems, frustrations, and annoyances of your target market.

Follow on with another sentence that Engages the listener by offering a promise of upcoming information that is important and relevant.

Next, give a quick overview that Educates your listener about exactly what you do that’s unique compared to industry competitors. You could even include a brief example. Keynote the things that differentiate your business.

Finally, conclude with a sentence or two that Offers the listener the chance to obtain more information. The offer should be risk-free and uncomplicated.

Craft and refine your 60-second elevator pitch (realistically
1 to 2 minutes). Get everyone in your company to memorize it as
a condition of employment. (You can even provide small
incentives to pass the test.) You and your staff will then be
able to give the prefect presentation of your business whenever
the time is right: at a business meeting, in front of prospects,
on an airplane, at a trade show, as an on-hold phone message, at
a party. It’s a great conversation starter. When it becomes
your universally used marketing tool, you’ll have a coordinated
staff that’s totally at ease with the topic, and the perception
of your business by everyone outside your company will soar to
new heights!

Good luck with your marketing efforts.

If you would like a FREE 60 Second Script Template that you can
begin using immediately for your company, simply email your
request to: 60SecScript.

About The Author:
Marc Gamble, the author, teaches business owners, entrepreneurs,
and professionals how to acheive bigger, bottom line results
from their advertising & marketing efforts without spending more
time, effort, or money. Learn marketing strategies and tactics
to separate yourself from your competition and become the
obvious choice to do business with. To learn more about how to
improve your own Marketing Efforts and Achieve Better Results,
visit: http://www.MYMOnDemand.com/vpc1_mgnm
Email: mgamble@mymondemand.com

It is of little value to wait until after presenting your product
or service to begin applying “closing techniques”. You
must create a sound foundation for the sale throughout the
sales process. Without that foundation, salespeople feel
pressured and trigger prospects’ natural resistance: The
probable outcome is lost opportunities and lack of sales.

Top salespeople, the Top 1%, close at the beginning of the
sale, and many times throughout the sales process:

• They spend most of their time with people able, willing,
  and ready to buy – these are High Probability Prospects.
• They only do business with prospects they respect, and
  who, in turn, respect them: These are genuine business
  relationships, with both parties mutually agreeing to move
  forward each step of the sales process.
• This Mutual Respect results in Total Disclosure of the
  prospect’s needs, wants and buying intentions- as well as
  Total Disclosure of the product’s/service’s benefits and
  limitations.
• Mutual Agreements and Mutual Commitments happen
  early, and often, throughout the sales process.
• These mutual agreements lead to Closed Sales: the
  ‘Closing’ is the sum total of the entire series of agreements.
  Closing must begin at the initial stages of the sales process.

During the sales process, almost any point of discussion
provides an opportunity for a commitment. It’s as simple
as asking:

• “This system will produce at least 20% more sales by
  salespeople that utilize it. Is that what you want?”
• “Is it profitable to spend between approximately $3500
  per salesperson to achieve that magnitude of result?”
• “The system requires that your salespeople learn a new
  sales process. Is that acceptable?”

Each ‘Yes’ to questions like these is a commitment, and
integrates ‘Closing’ throughout the Sales Process. Depending
on your products and services, closing should occur between
25 and 45 times before consummating the sale.

If this sounds simple, it is. If it sounds easy, it is not. It
requires preparation, so that every point of discussion is
followed by a simple request for commitment or acceptance.
It also requires a thorough understanding of a sales process
that appeals to the way the human mind works.

By the end of the sales process, most prospects will have
agreed that every one of your product’s features is acceptable,
and they also will have acknowledged your product’s benefits to
them. At that point, it is an easy, natural transition to ask the prospect what s/he wants to do to acquire your product or
service. In most cases, the prospects will create the consum-
mation of the sale. That is, they will design the final close for
the salesperson’s approval.

If this were a sales discussion, rather than an educational
monologue, I would have asked for a commitment -
a closing question – on each point. Go back through this
article and see how many closing opportunities you can find.

©Jacques Werth, High Probability® Selling – All rights reserved.

Jacques Werth, author of “High Probability Selling,” is an internationally respected Sales Trainer and Sales Consultant. HPS graduates are excelling as Top Producers in over 70 industries. Visit http://www.highprobsell.com to read more articles, preview the book, and learn more about High Probability Selling.

A shopping expedition to the city happened maybe two or three times a year. The day began with a three-hour journey timed to hit the shops before opening time so that a full day could be had doing what had to be done. There were different categories of shopping that had to be accomplished in the day.

At one level there was the grocery shopping; usually a mad rush at the end of the day filling the boot of the car with long-life bulk stuff for the storeroom. Much of the goods had to share the back seat with us three kids. But the other categories were the killers. To my mum, shopping meant going into one shop and looking at stuff, trying on the clothes for fit and look, checking out the brands, picking it up and touching it, but not buying there just in case the shop down the street had better stuff at a better price. So we’d all have to dutifully march to that next shop. She didn’t buy there either because she still had another shop to look in, just to compare their stuff. Ironically, it seems that any purchases that were finally made were at the first shop, so we all traipsed back to the first shop after we’ve been to the others. She is the ultimate comparison shopper.

It didn’t necessarily stop there either. Sometimes the item she looked at in the first shop was gone by the time she got back, so we were then forced to follow the trail again and be happy with the lesser selection. This was the practice with clothes shopping, home wares shopping or entertainment shopping. The other category was personal services such as hairdressing. Usually this was a waiting game, where we waited on a street corner for what seemed like hours on end for my mum to show up with new hair some time considerably later than what was originally promised.

None of this is my idea of shopping. My idea of shopping is to decide what you want go to one place, suck the sales guy’s brains out and then beat him down with a very large stick until you got the best price. And if you choose to ignore all marketing messages around that particular product category for, say two weeks or so after, then buyer’s remorse doesn’t even get a look in.

Of course comparison shopping online takes all of the pain away for any shopper like my mum. Just about everything you can ever imagine that’s on sale anywhere can be looked at, compared and priced with a single mouse click or two. Okay, so you can’t try the clothes on. But you can at least see where your fashion taste might lie before you start trekking from one end of Collins Street to the other and back again. You can see who’s going to offer you the kind of service you might like. And because any good online shopping mall rates independent shopper’s feedback on the products and vendors they feature, you can get a good sense of who’s not up to par. And no one drops from exertion.

And for shoppers like me, you don’t even have to get physical. In fact you don’t even need to set eyes on the sales guy, you can be anonymous and still get the business done. It’s beautiful. I can see the TV ads already…let your mouse do the clicking.

You know the objection most of us think is a not-so-subtle-brush-off. The one stated by the gatekeepers who cut us off mid-sentence saying, “Could you send him something in writing?”

It’s strange how one day a phrase can sound so negative. Then, with one teeny, tiny change in thinking the very same words bring hope.

All of a sudden instead of rejection and a tightly closed door, these words bring to mind the picture of a wide open door and a fountain spilling over with opportunity.

At least that’s what’s happening in the minds of your colleagues who have enough profitable experience now to wholeheartedly embrace this change in thinking. Those who no longer interpret “Could you send him something in writing” as a semi-polite “thanks, but no thanks!”

Many successful sales professionals now welcome those words as they filter them through a new lens of understanding. These sales pros know that the request for something in writing is “executive assistant shorthand” for …

“I’ve heard enough. You’ve made it past me. Give me something good to give him”

Her thought process goes along these lines, ” I think he very well may be interested in what you have to offer. Having said that, my executive has so much going on in his brain that he needs help getting his brain out of the stratosphere to settle down on one topic, in particular a new topic such as yours! Please, help me, help him by sending something in writing that will give him a good idea of how your products/services will help him resolve his most pressing business issues.”

This interpretation of gatekeeper lingo makes you pause and rethink, doesn’t it?

As you ponder this angle, your next question becomes, “OK, now that I have an open door to send them something … what can I send that will compel the decision maker to invite me in for a meeting. What exactly should I send to this particular prospect?”

Let’s start with what you don’t send.

Do not send the 4-color glossy brochure packet that talks all about your company, how long it has been in business, and the oh-so-flattering picture of your company president.
Your prospect doesn’t care. Nothing in that brochure helps him figure out how to solve his business problems.

Now, here’s what you do send.

Fax a one page, black and white executive summary of results. Preferably in the form of testimonials from other executive clients of yours who articulate what your products and services have contributed to their businesses.

At the top of the sheet, in bold and centered be sure to put your carefully crafted benefit statement. You know, the statement that answers your prospect’s unspoken question … “What will I get out of the deal if I do business with this caller?”

The more specific you can get the more compelling the benefit statement. Here’s an example to which most of us can relate. The phrase “Domino’s Delivers” doesn’t pack nearly the same punch as the phrase “Domino’s Delivers in 30 minutes or Less Guaranteed!”

On the balance of the faxable one-sheet you’ll want to pack in testimonials. Comments from your happy clients that reveal the results they have reaped from doing business with you.

Note: When you say how great you are, the words sound distastefully prideful. But when your clients singing your praises (or the praises of your company) in their own words, The song is sweet to the ears of your prospects who are looking for solutions.

Make sure your testimonials are specific and include numbers.

The secret to powerful testimonials is in the bottom line results described by your happy clients. Such as, “These guys increased my revenues by more than 20%.”

Let’s face it. Those 4-color glossy brochures, that go on and on and on about your company have an unintended impact. They leave your prospects under whelmed, with thoughts of “who cares”, and the sense that you expect them to break into a chorus of “How Great Thou Art!”

If you listen to your prospects and really hear what they need from you in order to invite you in … your approach will be considerably different. Better yet the impact will be different as they receive one-sheet from you that presents solutions to their problems.

Stop sending the stuff that makes you look like a feathered peacock. Start sending the stuff that assures your prospects that the solution to his or her most pressing business problem is your products and services.

Focus on you and you’ll be spending more time with you. Focus on serving the needs of your prospects and marvel as they roll out the red carpet with welcoming trumpets et al!

Forward this article to friendsthey’ll thank you for it!

For your FREE mini-course “Jealously Guarded Secrets to Cold Calling Company Presidents” visit http://www.ColdCallingExecutives.com! Or call Your Sales Coach for Extreme Profitability, author/speaker Leslie Buterin (like butterin’ bread) at (816) 554-3674 9-3 CST (that’s Kansas City/Chicago Time).

Yes, I guess that is a rhetorical question. Everybody wants to make more money, but oftentimes we are not willing to do what needs to be done in order to make it.

For example, I’m not willing to work an 80-hour per week job to double my income. I have a husband and a 1 year old son – I want to spend time with them. I want to take vacations and visit my parents on the weekends and host dinner parties for my friends.

I am not willing to swindle little old ladies to make more money, nor am I willing to lie, steal, or be otherwise dishonest. I am not willing to work for a boss that demeans me, nor am I willing to work in an environment that is discriminatory, unfair, or just plain dull.

So, putting all those things to the side, what AM I willing to do to make more money?

I AM willing to develop products and services that business owners want and need. I AM willing to work regular business hours Monday through Friday with some evening/weekend work when needed. I AM willing to face my fears and try new things to market my business – like public speaking and approaching big joint venture partners. I AM willing to listen to my clients’ feedback. And, I AM willing to ask for what I’m worth.

In a service business, that last one is key. Believe me – if you don’t ask for it, you won’t get it. So how do you figure out what you’re worth?

It sounds like a relatively direct question that has a “right” answer, but it is not. Worth is a value judgment that you, your prospects, and your clients make independently.

You might think your services are worth $60/hour, and by choosing to hire you, your clients are saying that they agree that you are worth that amount. But, what if you raised your rate to $120/hour? Would they hire you then?

How about those prospects who choose to go with someone else, even when you are offering your $60/hour rate? They obviously don’t think your services are worth $60/hour. So, who is right?

The answer is – everybody is right. Each one of us has our own unique set of criteria for determining the value of any offering. We evaluate every offer we are made using that criteria whether we are consciously aware of it or not.

So, in evaluating your worth, let us start with what you are charging now. How did you come up with that figure? Did you pick it out of the sky? Did you find someone locally who was offering a similar service and find out how much they were charging? Did you do extensive research to determine the national, regional, and local average hourly rate for your industry?

No matter how you came up with your currently hourly rate, do not forget that you are the one – the only one – with the ability to increase it. No prospect is going to say, “I know you usually only charge $60/hour, but I was thinking of paying you more along the lines of $85/hour. Would that be okay?”

And, no client is going to call you at the end of the year and say, “I was thinking – you do such a great job for us. We would like to start paying you $100/hour starting on January 1 just to show you our appreciation.” It just ain’t gonna happen!

I was reminded of the importance of this message when I talked to Alexandra last Thursday. Alexandra owns a leadership development company providing team-building workshops for mid-sized corporations. Instead of charging an hourly rate, she charges a daily rate of $1,500.

Prior to starting her own company, she worked for another small firm delivering similar programs. Only when this other company sent her out on jobs, they charged the client $4,000/day.

Yep, that is right. Same workshop – $2,500 more.

Now, how could this be? A client that would pay $1,500/day for her services might have been willing to pay $4,000/day if only she had asked?

Now, perhaps, the firm she worked for had built up some brand recognition that Alexandra did not yet have when she went out on her own. But, the bottom line is, there were companies out there willing to pay $4,000/day for her skills. It was just a matter of who was making the offer and how the offer was being presented.

So, the real answer to ‘what are you worth?’ is a combination of how highly you value your own abilities, how confident you feel in communicating that value, and how well that value meets the needs of a specific market.

If somebody is willing to pay $120/hour for your services, you are worth $120/hour – to them. Are there enough ’somebodies’ to generate a sufficient income for you? That’s what you need to find out.

Take a look around your marketplace. If you market to a local audience, look at your competitors’ newspaper ads, press coverage, web sites, etc. If you market to a national or international audience, do your research online. Make some phone calls posing as a prospect, if necessary.

How much are they charging for services similar to the one(s) you offer? How do they present the service’s benefits? How do they package the service offering? How do they position their company as a whole? What can you learn from the companies that are charging more for providing the same service you provide at a lower rate?

After you have done your research, take some time to re-evaluate how you are packaging, positioning, and branding your business. Then, determine if you can deliver the value that warrants raising your rates.

If you want to make more, you have to ask for it!

About The Author

Kimberly Stevens is the author of the ebook series, *The Profitable Business Owner: A Step-by-Step System for Starting & Running a Successful Service Business*. Download Sample Chapters & get her free MiniCourse, *The 10 Most Common Mistakes Business Owners Make & How To Avoid Them* at: http://www.askthebizcoach.com/ebooks.htm

kim@askthebizcoach.com

Either way you must identify your target customer otherwise you are wasting valuable time as a salesperson and valuable resources namely advertising and marketing expenditures if you are marketing.

You must focus on those who are interested in what you are selling or the services you are offering. And they need to know why they should buy from you over other potential options in the market place. How can you tell when someone is interested?

Well in sales by the questions they ask and in marketing buy the ringing of your telephone or the number of items that are sold and walking out the door with smiling customers.

But really of course there is more to it than that because your target customers need to be known in advance of a cold call or placement of an advertisement. You need to consider who needs and or better yet truly desires your products or services. Start with them and you will be glad you did. Consider all this in 2006.

Lance Winslow

It Depends What You’re Selling.

Your sales won’t necessarily be slower in the summer than in winter – they might just be different. If you’re selling sports equipment, for example, you’ll probably find that surfing gear sells in summer while skiing gear sells in winter. You should make sure you are aware of any seasonal variations there will be in your particular market, and plan in advance to take advantage of them.

Selling in Peak Season.

The holiday season is eBay’s peak, and the best time to be selling on eBay – the December rush is relatively short, but if you play it right then you could make half your year’s profit over those few days.

In the holidays, people are looking for presents, and eBay run more advertising than usual targeted towards buyers, not sellers. Target your auctions more towards new users than experienced ones, writing easy-to-understand descriptions. If you have any items that are in demand, try listing some at auction and some with high But it Now prices, to see what works best.

The chances are you’ll be surprised when the Buy it Now auctions go almost instantly and the auctions rack up bids like nobody’s business. It is important to remember, however, that most of these buyers will only buy from you once.

Selling Off-peak.

For the rest of the year, the market is far slower. Don’t worry though – you can still make money. It’s a little like being a stockbroker: you can make money whether the market is good or bad, if you know what you’re doing.

Remember that your target market is a little more ‘expert’: you’re mostly selling to people who know what they’re buying, and know what they want to pay. Cater to this by providing a service suitable for these customers. Show that you know what you’re selling and sell things consistently and you’ll have people coming back again and again.

Here’s one extra tip that you might try. If you know of items that have a consistent value, it might be worth buying up as many as you can cheaply in the summer, storing them for half a year, and selling them during the winter rush. If you’re willing to give over a little space for storage, you can make a lot of profit for little effort. After all, you don’t even have to take the items out of the packaging the last seller put them in.

There are many good reasons why we don’t do the things we know we should. For example, when the doctor told me for the 5th year in a row that my cholesterol was too high, I once again assured him that I would start exercising and watching my diet.

About two weeks later I was at a meeting and during one of the breaks a friend said that his neighbor had dropped dead of a heart attack while taking a shower the day before, he was only 37. The next day I was talking to another friend, who said that one of the men in his company had died of a heart attack over the previous weekend, he was 35!

I was 47 at the time and started thinking, “If I had only started that exercise program and diet control 5 years ago when the doctor had first warned me, I wouldn’t be so worried right now.” So I did, better later than never. (I had a good excuse however, we were out of the country for 32 weeks one year and everyone knows how hard it is to diet and exercise when you are traveling. If I had died, they would probably have said, “If he had only taken the doctor’s advice and watched his diet and exercised…”) When I started sharing that story with a friend one day the conversation immediately shifted to a discussion about our experiences in sales.

For all of the training that we do in the art of Prospecting, I am one of the best examples of the guy, who says, “If I had only…”

You see, I have the same problem most sales professionals have. That is the tendency to let other activities interrupt my prospecting. The result is I often get to the point of where my other activities start to run out and I realize that “if I had only” kept up the prospecting, I would be comfortably busy, not scrambling for more business.

It is really amazing how often we let the more comfortable activities take precedence over the less comfortable, even though we know that we will suffer for it in the future.

Knowing this I have tried to develop a system to prevent it from happening to me and, being a sales trainer, I want to share it with other sales professionals.

Business got slow for us a few months ago, because I had slacked off a few months before that. (Just like I had told the doctor for 5 years, I will do something about it, but really didn’t). So I simply began to use our system called Statistical “Prospecting” ControlTM (S”P”C). With S”P”C you simply determine how many people you need to contact each week in order to achieve your new customer goals, and then just do it. Sounds pretty simple and it is. But it does require some organization and control.

We at least have all of the organization needs in our company; the control is where I over extended. My problem was a tendency to be overzealous. I figured that since I developed the system for prospecting, therefore I should be able to use it most effectively. So I decided I would make 10 prospecting calls a day, to new prospects I had never talked with before. That is 50 a week. I was doing this strictly by telephone.

Well sure enough, the volume of activity I created very quickly overwhelmed my ability to follow up and I had to cut back after two weeks. I suppose I should read our own book where we talk about not over doing it, but simply doing a constant number of prospecting calls every week, week after week.

The conclusion is simple, regardless of how you feel, do the things you know you need to do. Pre-empt having to say “if I had only…” Because we all know that your future is dependent on your present.

Sell Well and Often

Bill Truax Bill@BlitzCall.com

© Copyright 2006 WJ Truax