| When making contact with a prospective | | | | performance and success. Even if a salesperson is |
| customer for the first time, it becomes an | | | | standing right in front of the decision-maker and |
| expedition into the unknown: no salesperson | | | | the need for the product is great, the deal can still |
| knows what the reaction will be and whether the | | | | fail as a result of lacking self-confidence. Every |
| meeting will be fruitful or not. Fear is the natural | | | | trick and technique will fail if a salesperson has self |
| response to this uncertainty. Deliver sales training | | | | doubts. |
| sessions to help overcome these emotions to | | | | Many salespeople see themselves as peddlers. |
| develop their self-confidence. | | | | Anyone with this view will also be seen by the |
| The first step on the way to becoming a | | | | client as a peddler and time waster, will look like a |
| successful salesperson is to recognise this fear, | | | | peddler and sound like one. The transformation |
| concede that it exists and learn to control it. | | | | from peddler to competent, equal negotiating |
| Therefore try to analyse, with your salespeople, | | | | partner begins in the mind. |
| the possible causes of their fear: | | | | Strong self-confidence works like a catalyst: |
| Lack of skills: anyone lacking skills is also lacking in | | | | words and sales skills are only as good as the |
| self-confidence. Those who do not have | | | | self-confidence in the voice. |
| self-confidence develop fears. The following | | | | Are your salespeople wrestling with negative |
| questions may help you examine the situation: | | | | thoughts? When you are ready to be in control of |
| What does the sales person need to know about | | | | your destructive emotions and say the correct |
| their merchandise and its customer's use? What | | | | things to yourself, foremost psychologists are |
| sales techniques does the salesperson need to | | | | certain that it is possible to fight against these |
| have mastered? What does the salesperson need | | | | feelings. |
| to do in order to become the number one for the | | | | False ideas only disappear once they have been |
| client? | | | | replaced by other ideas. |
| Your salespeople need to have the right attitude | | | | Lacking a sense of reality: Do your salespeople |
| towards their profession. | | | | view clients' disinterest and reservation as |
| The desire for recognition is deeply rooted in the | | | | rejection? Both ways of behaving are a |
| human psyche. It is particularly difficult to receive | | | | completely normal reaction to a stranger who |
| the desired recognition when dealing with new | | | | made unsolicited contact. It does not have |
| clients who are strangers. The initiative at the end | | | | anything to do with rejection. It is more likely to |
| of the day needs to come from the salesperson | | | | be the case that the client has had a bad day, |
| - they approach the prospective client and | | | | just dismissed a valued colleague or had a client |
| introduce themselves, their company and product | | | | cancel a large order. However, the negotiating |
| to them. | | | | partner may be a naturally reserved or |
| Persuade your sales people to ask themselves | | | | mistrustful person. |
| the subsequent questions: | | | | Instill in your salespeople that their business is just |
| How do I feel if a client behaves in an unfriendly | | | | as legitimate and serious as that of the client. |
| manner towards me? Is it really realistic to | | | | Their time is as precious as that of the customer. |
| expect immediate recognition from someone at | | | | They are - irrespective of title, age or position - |
| the first meeting? Would it be sensible to change | | | | an equal person. |
| my own expectations? | | | | As sales people they also have the distinct |
| Your salespeople will realise that a large part of | | | | opportunity of gathering data concerning significant |
| their fear is based on a self-made problem: their | | | | developments in their area of business. They are |
| expectations are too high and therefore their own | | | | reporters who observe the client at work. They |
| sense of disappointment is all the greater. | | | | see different users and uses for their products |
| Lack of self-confidence: Do your salespeople see | | | | and services and can judge how economical or |
| themselves as experts in their field? Do they see | | | | uneconomical these users work. They see what |
| you as the bearer of good tidings and a problem | | | | does and does not work. They are therefore in |
| solver? Do they require technical sales training? | | | | the unique position of being able to provide the |
| Every client that your salesperson visits or | | | | potential client with their valuable practical |
| contacts, will ask themselves the question: "Is this | | | | experience. Many companies pay huge advisory |
| a time waster or do they really have some | | | | fees for what they offer free of charge. |
| interesting information that I should listen to?" | | | | When your salespeople see themselves and their |
| Your salespeople need to have an answer to this | | | | profession in this light as consultants, they will no |
| question and this answer begins with their | | | | longer be lacking in self-confidence nor a sense of |
| self-image and self-confidence. Self-confidence | | | | reality. Consultative sales training can further assist |
| functions like a thermostat: the higher the | | | | to develop your team's skills. |
| self-confidence, the higher the ensuing | | | | |