If you were to ask most executives what the one thing is that
they would like their sales force to do better, you would likely get one
of two answers:
- Close
- Prospect
Nothing
wrong with those two choices – or is there?
While salespeople
can get better at closing, closing is an outcome, and with the exception
of real estate and banking, not really an event. When we evaluate sales
forces and look at their ability to close, there are strengths and
skills that are part of the Sales Core Competency called Closing, but
most of those attributes are used prior to, not during, closing time.
The ability to close depends on the following 20 variables (in no
particular order) that a salesperson brings to the table – or not:
- use
of an optimized, formal, sales process - their severity of
Need for Approval - whether their Buy Cycle (the way they buy
things) supports or sabotages sales efforts - their Consultative
Selling skill set - ability to identify the compelling
reasons to buy - ability to quantify problems and build value
- how
thoroughly they qualify their prospect, competition and own company - whether
they present early in the process or late in the process - ability
to provide both a needs and cost appropriate solution - timing –
whether they close when the opportunity is actually closable - ability
to eliminate potential stalls, put-offs, objections and excuses prior
to closing time - how much Fear of Rejection they have
- ability
to remain optimistic in the face of obstacles and pessimistic when
things are going too smoothly - ability to develop a relationship
early in the process - ability to be realistic
- ability to
solve problems - exceptional questioning and listening skills
- ability
not to assume anything without validating their assumptions - ability
to differentiate your company from all others through questioning - how
trusting they are
That’s why when a sales manager looks
for a seminar on closing, good sales experts push back and question
that thinking while our inexperienced, less effective colleagues might
agree to provide the service.
Is prospecting, or as executives see
it, scheduling more appointments, any different? Is that a skill?
We’ll explore prospecting next time.
