Handling Sale's Meltdowns
Sales is a tough gig. Sometimes the whole sale's meeting turns out to be a disaster. I had one of those today. The majority of my personal sale’s leads come directly through networking. We get leads off our SEO, through ad words and our general marketing activities. These all go to my sales team for follow up. We also do cold calling but as the President of the company, this is basically out for me. If I cold call someone as the President it comes across as a bit desperate and creates some doubt in the mind of the recipient of the call. They wonder why does the President have to cold call potential clients, what is wrong with this company? It just doesn’t set the right frame for establishing a relationship. Networking is far better for me and trust me, I do a lot of it, to create opportunities to meet new companies.
Recently I had met a representative from a foreign multi-national company, who was not actually the right person to sell to, but who I asked to introduce me to the buyer. I always do this, if I think there is some potential and sometimes they do help out and sometimes they don’t. This duly happened in this case, the appointment was made with the buyer and I turn up on time. I am sitting in the meeting room waiting, when the door opens. A solid wall of vast negativity hits me as the buyer comes in to the room. Was it a bad day, is every day a bad day for them, were they unhappy that I had extracted a meeting through my contact? Who knows what the issue was, but it was definitely a big issue.
I was reflecting later that it has been quite a while since I have had such a totally negative sales meeting. Of course many don't buy and many never answer your emails or return your phone calls, but that is part and parcel of selling. What do you do though when you realise from the body language and attitude that this is going to be hard or even impossible?
Well you need to do your best. Unsurprisingly, the buyer insisted that I do my pitch rather than go through any discovery process around potential needs. This is always a very, very bad way to start a sales presentation. Handing over your solutions when you don't know what the problems are is a methodology designed to fail. Almost every time this happens for me there is no sale. It wasn’t looking good.
Today's respondent was not cooperative in the answers, as I tried to dig down and find some potential needs. You can't control that, but you still need to ask. The meeting is going badly, you know it and so you need to start thinking about extracting yourself because you realise there is no value here and no possibility of this time and effort amounting to a sale.
One of the things you can do after the meeting though is get someone else in the company to be the contact point, given you found you were radioactive, as far as this buyer was concerned. In my case there was a narrow chance to do some follow up by sending some links with more information. I asked one of my Japanese salespeople to do that and took myself out of the picture. As it turned out, the response she received was “we have no interest”, written in a very negative tone. You still have to try regardless though. In sales, there is no such thing as “no”. It is only “no” at this moment, to this offer, while that person is there.
I also suggest that we all mark our calendars and do follow-up with the company in a few years time. The buyer told me they were two years into the job, so I probably expect that in around two years time they will have been replaced by someone a lot nicer and a lot less difficult to work with. Either they move on or the company will move them on. So keep them on your mailing list for updates from your newsletter, but also check to see if they opt out. I am fully expecting this will be the case in short order.
The other important thing is to keep your confidence intact. Having a really bad meeting like that can sap your belief in yourself. Sales is a rollercoaster of emotions. Elation with a sale and deep depression with a rejection. To keep ourselves intact we need to face rejection in a way that we can pick ourselves up again and go back out there and try again. In Japan, they have a saying, “shichi korobi, ya oki” or fall down seven times, get up eight. That is sales in a nutshell.
In my case, I always think that buyers who don't buy from me are idiots. It sounds harsh doesn’t it. But I know that what we offer is high value, has a proven track record and will get results for their organisation. I see this buyer as doing a very poor job for their company. In fact, I see them damaging their own firm.
Now, this is just a mental trick I use to keep myself positive in the face of failure. Of course we should all reflect on what we could do to improve our sales presentation, but if we did our best, it was professional and they were a pain, then don't hesitate to protect yourself emotionally. Without hesitation, lay the blame at the feet of the buyer. Then get back out there straight away and get the sale with the next client.
Engaged employees are self-motivated. The self-motivated are inspired. Inspired staff grow your business but are you inspiring them? We teach leaders and organisations how to inspire their people. Want to know how we do that? Contact me at greg.story@dalecarnegie.com
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About The Author
Dr. Greg Story: President, Dale Carnegie Training Japan
In the course of his career Dr. Greg Story has moved from the academic world, to consulting, investments, trade representation, international diplomacy, retail banking and people development. Growing up in Brisbane, Australia he never imagined he would have a Ph.D. in Japanese decision-making and become a 30 year veteran of Japan.
A committed lifelong learner, through his published articles in the American, British and European Chamber journals, his videos and podcasts “THE Leadership Japan Series”, "THE Sales Japan series", THE Presentations Japan Series", he is a thought leader in the four critical areas for business people: leadership, communication, sales and presentations. Dr. Story is a popular keynote speaker, executive coach and trainer.
Since 1971, he has been a disciple of traditional Shitoryu Karate and is currently a 6th Dan. Bunbu Ryodo (文武両道-both pen & sword) is his mantra and he applies martial art philosophies and strategies to business.
