Two Mistakes That Will Cost You Money

Written by Kelley Robertson

Youíve met a new prospect, accurately assessed their needs and determined that you can providerepparttar product and service she is looking for. Youíve presented your information in an engaging manner andrepparttar 127240 prospective customer appears interested. Many salespeople now make one or two very fatal mistakes that cost themrepparttar 127241 sale.

1.They donít ask forrepparttar 127242 sale. 2.They talkrepparttar 127243 customer out ofrepparttar 127244 sale.

You may scoff and think these donít happen. After all, how can salesperson or business owner NOT ask forrepparttar 127245 sale or talkrepparttar 127246 customer out it? Letís first addressrepparttar 127247 issue of asking forrepparttar 127248 sale.

My experience has taught me thatrepparttar 127249 majority of salespeople fail to ask forrepparttar 127250 sale. Instead, they wait forrepparttar 127251 customer to say, ďIíll take it.Ē However, in many cases,repparttar 127252 customer doesnít say this. She may be thinking thatrepparttar 127253 machine will enhance her operation and, hopefully, drive more revenue torepparttar 127254 bottom line. She may see that you offer something your competitors do not. She may also want to act quickly and haverepparttar 127255 equipment delivered and installed inrepparttar 127256 next few days. But she may not tell you that.

This is your responsibility! If youíve worked throughrepparttar 127257 sales process and done everything properly up to that point then youíve earnedrepparttar 127258 right to ask forrepparttar 127259 sale. Remember,repparttar 127260 prospect expects you to ask forrepparttar 127261 sale. You ask you get. The more you ask,repparttar 127262 more you get. If you leaverepparttar 127263 prospectís business without asking forrepparttar 127264 sale you runrepparttar 127265 risk that a more assertive competitor will present their equipment and service, ask for, and getrepparttar 127266 sale! Then your work, effort and energy have been for nothing. Iím not suggesting you will close every sale by asking but I will guarantee that you will generate more business by consistently asking people for their business.

Inrepparttar 127267 last few months I have had at least three situations where Iíve been ready to buy a product or service butrepparttar 127268 salesperson failed to ask me. One of these involved membership in a networking group and duringrepparttar 127269 meeting I announced I was ready to join if someone wanted to take my money. To my surprise, no one approached and signed me up. Itís little wonder this group is not experiencing growth in its membership.

Unfortunately, many salespeople are afraid ofrepparttar 127270 rejection that comes with selling. By not asking forrepparttar 127271 sale, they avoidrepparttar 127272 possibility ofrepparttar 127273 customer saying no. Other salespeople are concerned they will appear pushy and risk offendingrepparttar 127274 prospect. Here are a few simple statements and questions you can use to moverepparttar 127275 sale forward:

But isn't Outlook Good Enough?!?!

Written by Brian Vellmure

I was recently speaking with a mutual friend who has been in sales for several years aboutrepparttar benefits of CRM. (Forrepparttar 127239 sake of this newsletter, we'll call him Jim) Jim was quick to comment on how he didn't like any ofrepparttar 127240 current CRM software packages, and had used several of them for his various employers. Jim told me how he swore by Outlook and that he had used it for many years, and had developed such efficiency that every other solution was less effective for him.

**************************************** We will talk in a few weeks about how importantrepparttar 127241 CRM system end user experience is torepparttar 127242 success of any CRM deployment, but for today, I would like to focus on another topic. ****************************************

You see, if "CRM" is only being implemented as a new contact and appointment manager, then Outlook probably is an appropriate tool. ACT! isrepparttar 127243 world's leading contact manager and there are tens of thousands aroundrepparttar 127244 world that swear by it. These are both good, solid, workable tools for some remote salespeople.

However, Customer Relationship Management is a much more comprehensive endeavor than simple contact management, or even efforts to automaterepparttar 127245 sales force's daily activities. It requires integration of processes, software applications, and databases.

**************************************** We are now talking about strategically makingrepparttar 127246 customer experience better, acrossrepparttar 127247 organization...

When they interact with their salesperson... When they callrepparttar 127248 finance department... When they need technical support... When they visit your website... and when they are marketed to. ****************************************

Outlook cannot possibly enable such things, or capture information to be analyzed.

When I began to dig a little deeper to understand why Jim had this apprehension and distaste for CRM products,repparttar 127249 picture became a little clearer. You see, he really let me know that his main problem was not necessarilyrepparttar 127250 CRM products themselves, but ratherrepparttar 127251 executive team and sales management's perception ofrepparttar 127252 system and what is was supposed to do.

Many times, management recognizesrepparttar 127253 need for CRM. Their competition is "Implementing CRM". The press is talking about CRM. They know that they need to change something, increase their sales, while reducing costs. But a lot of times, CRM is reduced to just another contact manager, implemented with three times as much administration forrepparttar 127254 sales team, so that management can see whatrepparttar 127255 heck they are doing. Tough sell? You bet. Especially to salespeople who are used to working autonomously, and earning six figures a year.

It is important for executives and senior managers to recognize that CRM is more than just getting information for themselves. This is a very critical requirement, and an essential gain for any implementation. However, we must go back to positioning CRM as an initiative focused around makingrepparttar 127256 customer experience better. One ofrepparttar 127257 ways to do this is to armrepparttar 127258 people who are dealing withrepparttar 127259 customer with relevant, timely, easily retrievable information. It is also important to empower them with applications that make it easy for them to enter new information they discover during their interaction. The next step,repparttar 127260 critical factor we are discussing today is to make that information available to all parties withinrepparttar 127261 organization who might be able to take advantage of it - executives, managers, sales reps, marketing, tech support reps, finance, customer service, etc.

CRM truly is a mindset. It isrepparttar 127262 implementation of customer centric business strategies and processes that are intended to makerepparttar 127263 customer feel like they arerepparttar 127264 company's first priority. Implementing these strategies generally requirerepparttar 127265 proper technology as an enabler to successfully deploy and implementrepparttar 127266 new systems and processes.

**************************************** If you missed my article about customer centricity last month, takerepparttar 127267 time to review it here "Why Customer Centricity?" ****************************************

My converation with Jim continued, and went something like this:

BRIAN: "I assume you don't do any ofrepparttar 127268 order processing, when your prospects sign a purchase agreement for your products and services." JIM: "No, once I receiverepparttar 127269 signed contract, I fax that back to headquarters, and they follow up with fulfillment and billing"

BRIAN: "Are you ever aware of any issues thatrepparttar 127270 customer has afterrepparttar 127271 order has shipped?" JIM: "Not always. Occasionally, when they are really mad, or are having serious trouble, I'll get a call."

BRIAN: "Have you ever gone to call on an existing customer, and walked into a landmine because they have a nagging issue with your tech support or finance department?" JIM: "Yeah, that definitiely happens. It would be nice to know ahead of time somehow, but unless tech support is really proactive and knows our schedules, they really never notify us, especially because we are in different timezones"

BRIAN: "So you have no idea what is going on with your customer with other departments in your company,repparttar 127272 other "touch points" your customer has with your organization?" JIM: "Well, I try and stay in touch withrepparttar 127273 customer as much as possible, but no, I don't generally know what is going on with them unless there is a serious issue."

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