Samurai Business Group Sales Training – The Quiz and The Test

A highly, product trained sales representative arrives at a new prospect’s office, ready to demonstrate her new found knowledge. The prospect has a problem. The rep has the cure. She is hurriedly ushered into a conference room. Excitement grows.

The prospect begins reiterating his problem, only to be interrupted by the representative who begins a 30 minute monologue about how she has THE solution. She pontificates not only on how her product can solve all of his problems, but how it also “slices, dices” and solves any problem the prospect may encounter.

Finally, the rep takes a breath that allows the prospect to thank her for her time. He says she has a great product and promises to get back to her. She leaves elated, he runs for the bottle of scotch in his office exhausted. Let the Stall begin.

Sensei Dan Kreutzer, of the Samurai Business Group, tells a story how he was looking for a solution to one, simple problem. Sales representative #1 spent (not shared) 2+ hours showing all the wonderful things his product offered. Sales representative #2 shared (not spent) 10 minutes demonstrating the solution. Guess who got Dan’s business.

“Show up and throw up!” It’s a common “illness” with many sales representatives. The cure? The Quiz and The Test.

The Quiz – ask questions. Ask a lot of questions. Uncover not only the Apparent Reasons for the meeting (intellectual), but also the Compelling Reasons for the meeting (emotional).

“Our problem is that a simple process is taking more time to perform than planned (apparent reason). I am having staff work overtime, its screwing up my budget and the owner is on my back about the unbudgeted expense (compelling reason).”

Only by asking question after question after question can you discover the compelling reasons. Recall your last doctor’s appointment. The conversation begins with “why are you here today?” You answer, “My chest hurts.” His response, “I’ve got these great pills. You’ll feel better in just a few days.” Do you take the pills or start calling friends as you walk out the door looking for a new doctor?”

The Test – you’ve passed the “quiz.” You’ve asked a lot of questions, and gained a lot of information and insight into the prospect’s apparent and compelling reasons for buying your offering. BUT is the prospect really on board, waiting for your solution. Time for the “Test.”

Sensei Bob Lambert, of the Samurai Business Group, is emphatic that whenever possible you assign “Homework” to “Test” the seriousness of the prospect to solve the problem.

“Bob thank you for sharing a lot of great information. You mentioned three documents that provide additional insight into your situation. If you would, please email the documents. I want to be as specific as possible with my solution.”

If you receive the documents, the “Test” is passed. If not…

To further discuss how to best handle gathering information from prospects, contact either Dan Kreutzer or Robert Lambert or visit the Samurai Business Group website.

Spencer Maus, of SpencerConnect, is a senior-level, public relations executive. Samurai Business Group is a client and providing compensation to SpencerConnect.

Samurai Sales Training – Establishing Yourself as a “Trusted Asset”

“You can have all the facts and figures…but if you don’t command trust, you won’t get anywhere,” Naill Fitzgerald (former chairman of Unilever).

Many claim they are a “Trusted Advisor.” However, trust is earned not taken. Just because you call yourself a “trusted advisor” doesn’t make it so.  The goal is to move from “Advisor” to “Trusted Advisor” to “Trusted Asset.” By becoming a “Trusted Asset,” your probability of retaining clients increases dramatically.

One customer satisfaction survey stated that only 4% of vendors and service providers received a rating of excellent. Those receiving an excellent rating have a 90% retention rate of current clients. The 80% of vendors receiving a good or very good rating were at risk of losing 50% of their clients. Poor rating? 90% of their clients were actively welcoming new vendors.

The important, final differentiation is the advisor versus asset. The advisor was available to offer high-level counsel. The asset took an active, high-level role in a client’s business. She/he would look for opportunities to contribute to a client’s growth that go beyond the scope of products and services his/her company offers. For example, it could be an introduction to a new prospect or market; or perhaps assisting the client with a search for a new employee.

So, how does one become a “Trusted Advisor?”

Under the guidance of Sensei Dan Kreutzer, of the Samurai Business Group, we discovered the “building blocks” of trust. First there must be a Natural Affinity. You actually like each other. Sense of humor, focus on purpose and determination to succeed are similar, if not identical.

Authenticity. There may be areas of commonality outside of work. You are perceived as a “real person.” Perhaps you discover you attended the same high school. You have common friends outside of the office. You share the same values.

One client of mine was a year behind me in high school, is involved in auto racing (a passion of mine) and we had a number of shared friends. After a formal meeting, we went “off-site” for an informal meeting lasting three hours. We shared experiences, swapped war stories and moved the relationship beyond new client – service provider.

Competence and Character. Do you truly know your business? Understand and communicate weaknesses of your company? Willing to accept and correct mistakes? Quickly and willingly? Or as they say in Chicago, “Are you a stand-up guy (girl)?”

Ok, so how do you actually build trust? First you must trust yourself. Do you keep commitments, maintain integrity, and adhere to your strength of character when you are alone or no one else is looking? (“I was going to take a vacation, but then I realized I would have to go with me.”)

So here is your personal “check list.”

1. Integrity. Are you willing to take action according to your own values and principals, despite the personal cost? If you can’t deliver on a contract as proposed, promised and accepted, what actions do you take?
2. Intent. Are you acting on behalf of your client’s need or your own? Are you direct, straightforward and acting for mutual benefit? Is your agenda open or is there a second, hidden agenda? Are you transparent?
3. Capable. Simply stated, “Can you actually do what you say you can do?” Your mind can be pure. Your intent and integrity unquestionable. You and your client really get along. But if you don’t have the skills, training and experience to do what needs to be done, you have an accident waiting to happen.
4. Results. Do you have a track record of success?

There is much more to becoming and maintaining “Trusted Asset” status with each client. It is earned one client at a time. It is non-transferrable. It retains and grows clients. To discover what else it takes to “Establish Yourself as a ‘Trusted Asset’,” contact either Dan Kreutzer or Robert Lambert or visit the Samurai Business Group website.

Spencer Maus, of SpencerConnect, is a senior-level, public relations executive. Samurai Business Group is a client and providing compensation to SpencerConnect.