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Recession-proof selling

Welcome to our latest P-tek newsletter! Autumn is upon us and a chillier wind than normal is blowing. The credit crunch has changed the economic weather and firms are bracing themselves for the fallout. This newsletter is full of timely advice and information to help you plan for these potentially trying times.

Chris Barnard, Managing Director, P-tek Development Solutions Ltd

P-tek focus - on Lorenzo Hall

Leadership Lorenzo is Senior Partner at H & L Resources Ltd, with over ten years’ experience as an HRD consultant in a variety of industries, including insurance, telecoms, IT, travel and local government.

Prior to his current position, he built his expertise as HR director within the banking sector, where he developed executive and leadership programmes for the Bank of England.

Lorenzo has also worked with leading consultants delivering leadership development out of Ashbridge Management College for over two years.
His specialist areas are: competency-based performance management systems, sales force development, culture change, change management, leadership development, performance coaching and self-development programmes.

For more information, contact P-tek Development Solutions Ltd on 08448 011 733 by fax on 07092 029439 or by e-mail

Top tips for October

Ari Galper: Recession-proof selling

On the rollercoaster... You have to be living under a rock not to be aware of the dramatic financial news from the last few days.

These are topsy and turvy times. But economic cycles like this are not new.

Neither is one of the best-kept secrets of how to succeed during times like these.

Of the biographies of hundreds of business people who’ve succeeded during the past economic highs and lows… there’s one common theme that all of them focused on that was the secret to their fortunes: developing and sustaining long-term relationships.

If you’ve been consistently building trust with your prospects and customers over the long term, you’ll be the first they decide to spend money with when they’re ready to buy.

If you’ve only been focused on ‘getting the sale’, you’ll be the last on their list.
You see, authentic trusting relationships with your prospects and clients are the ‘glue’ that keeps you on the forefront of their minds.

But, if you’ve been selling using only old-school methods taught by the traditional sales gurus, you’re going to find yourself wondering why sales opportunities have dried up around you.

Here are seven key strategies to get you thinking in the right direction:

1 Stop the sales pitch – and start a conversation

When you call someone, avoid making a mini-presentation about yourself, your company and what you have to offer. Start with an opening conversational phrase that focuses on a specific problem that your product or service solves. If you don’t know what this is, ask your current customers why they purchased your solution.

2 Your central goal is always to discover whether you and your potential client are a good fit

Let go of trying to ‘close the sale’ or ‘get the appointment’ – and you’ll discover that you don’t have to take responsibility for moving the sales process forward. If you simply focus your conversation on problems that you can help potential clients solve, and if you don’t jump the gun by trying to move the sales process forward, you’ll find that potential clients will actually bring you into their buying process.

3 When you lose a sale, it’s usually right at the beginning of the sales process

If you believe that you lose sales because you make a mistake at the end of the process, take a look back at how you began the relationship. Did you start with a presentation? Did you use traditional sales language like, ‘we have a solution that I believe you really need’ or ‘others in your industry have bought our solution, so you should consider it as well’?

When you use traditional sales language, potential clients can’t help but label you with the negative stereotype of ‘salesperson’. This makes it almost impossible for them to relate to you from a position of trust. And, if trust isn’t established at the outset, honest communication about the problems they’re trying to solve, and how you might be able to help them, becomes impossible too.

4 Sales pressure is the only cause of rejection

Rejection should never happen.

Rejection happens for only one reason: something you said, as subtle as it might have been, triggered a defensive reaction from your potential client. Yes, something you said. To eliminate rejection, simply shift your mindset so that you give up the hidden agenda of hoping to make a sale. Instead, everything you say and do should stem from the basic mindset that you are there to help potential clients. This makes you able to ask, ‘would you be open to talking about issues you might be having affecting your business?’

5 Never chase a potential client – you’ll only trigger more sales pressure

‘Chasing’ potential clients has always been considered normal and necessary, but it’s rooted in the macho selling image that, ‘if you don’t keep chasing, it means you’re giving up – and that means you’re a failure’. This is dead wrong! Instead of chasing potential clients, tell them that you would like to avoid anything that resembles the old cat-and-mouse chasing game by scheduling a time for your next chat.

6 When a potential client offers objections, uncover the truth behind them

Most traditional sales programmes spend a lot of time focusing on ‘overcoming objections’. These tactics only put more sales pressure on potential clients and also fail to explore or understand the truth behind what the potential client is saying. When you hear, ‘we don’t have the budget’, ‘send me information’, or ‘call me in a few months’, do you think you’re hearing the truth or do you suspect that these are polite evasions designed to end the conversation?

Rather than trying to counter objections, you can uncover the truth by replying, ‘that’s not a problem’ – no matter what clients are ‘objecting’ to – and then using gentle, dignified language that invites them to reveal the truth about their situation.

7 Never defend yourself or what you have to offer – it only creates more sales pressure

When a potential client says, ‘why should I choose you over your competition?’, your first, instinctive reaction is probably to start defending your product or service because you want to convince them to buy. But what do you think goes through your potential client’s mind at that point? Something like, ‘this “salesperson” is trying to sell me on why what they have to offer is better, but I hate feeling as if I’m being sold’. Rather than defending yourself, try suggesting that you aren’t going to try to convince them of anything because that would only create sales pressure. Instead, ask them about the key problems that they are trying to solve and then explore how your product or service might solve those problems – without ever trying to persuade.

For more information, contact Ari Galper on 020 8150 6147 or by e-mail. His website is another good source.

Bernadette Doyle: How to turn your ideas into reality

Are you brimming with exciting new ideas for your business, but short on implementation? Are you frustrated by projects you’d like to get off the ground but they still seem stuck? Ideas that stay in your head won’t ever generate income – it’s IMPLEMENTATION that counts. So how do you make sure that you follow through and act on your ideas? Here are my top six tips for getting things done:

Keep a list
Henriette Anne Klauser, author of Write it Down, Make it Happen, says that, by articulating your desires, you set in motion the wheels that will take you to your goals. I’m regularly amazed at how things on my ‘to do’ list get handled – even before I’ve had a chance to get started on them. (Doesn’t happen as often as I would like, but it DOES happen!)

Determine the next action
There’s a good chance that your list is a mixture of specific actions, eg ‘reconcile bank statement’, and projects that are actually dependent upon a series of actions, eg ‘sort out the website’. Until you determine the next action for each project, they will stay on your list as a guilt-inducing immovable block. You’ll get a yucky feeling every time you think of it and four weeks from now, you’ll be no further forward. Determine what the next action is for each project, then do it!

Don’t try to do it all at once
Different actions on your list may require different levels of energy or mental concentration. You’ll get more done if you plan activities around YOUR best hours. For example, I like to schedule calls with my team early in the day, when my concentration is higher. In the late afternoon, my creativity dips, so I try to schedule routine tasks and activities that require little creative energy for that time of the day. Experiment to discover your best hours and plan accordingly.

Delegate
You DON’T have to do it all yourself. Somewhere in the world there is someone who loves the jobs you hate! Thanks to the power of the Internet and sites like www.elance.com, there’s never been a better time to hook up with the perfect help – at great prices.

Determine which tasks you can’t do or don’t want to do, then find someone to do them.

Hire a coach or mentor
There’s nothing like reporting to a third party for keeping you accountable. The first time I worked with a coach, I was amazed at how my productivity soared. Can’t afford a coach? Why not ‘buddy up’ with a friend for weekly accountability meetings?

Just make sure your friend is someone who inspires you so your weekly meetings are motivating – the last thing you want is some energy drainer who thinks your accountability meetings are an excuse for a pity party! (Accountability and networking are just two of the many features included in my highly affordable Marketing Mastermind Group).

Keep track
What gets measured gets done. Check in on your list regularly to track your progress and determine next action items. Despite the best-laid plans, sometimes life can get in the way. Illness, family problems, unexpected setbacks can throw you off course for good, or merely be a temporary blip, as long as you keep going!

Bernadette Doyle publishes her weekly Client Magnets newsletter for trainers, coaches, consultants, complementary therapists and solo professionals. If you want to get clients calling you instead of you calling them, then get your free tips now at the Client Magnets website.

Flexing the benefits of flexible workers

A very flexible worker... There has been some recent coverage in the media stating that large organisations are reviewing their policies on flexible working as they seek greater outputs from a fixed headcount. It is a pity that these organisations are not prepared to consider the effect on morale and productivity, let alone the problems of attracting and retaining talent which will inevitably result.

We understand the resistance to the notion of flexibility at senior level. There is an underlying belief that, if someone is not in the office, they are not contributing. This is simply not the case. Successful flexible professionals are results-focused and determined to achieve. Whilst you may only be paying for 75% of their time, you will get 100% of their commitment and brainpower.

Many of the exceptionally talented people we see have reached a point in their careers where they no longer want to work full time in a permanent role. They are therefore not available through traditional recruiting channels and their potential contribution in the vital war for talent could be missed out. Some key professionals within organisations have simply given up working, and their years of talent and experiences are just lost to the economy.

Research has shown that the majority of successful flexible roles within organisations are handled on an informal basis, but, as the right to request flexibility increases with developments in legislation, it helps if employers have established a few guidelines.

For HR professionals facing this task, there are some basic rules to be followed and questions to be asked:

Does this job need to be done full time?
It is not reasonable to expect someone working four days a week to do a five-day-a-week job, but can it be restructured or is the employee so experienced that they may only need four days to complete it? Set clear guidelines at the outset for both sides to understand what is meant by flexibility. If you have agreed a set number of days in the office, try to maintain that timetable. Don’t structure a full-time job into four days and expect the candidate to perform.

Can I measure the outputs, not the hours worked? How important is face time at the office? How much time is my employee wasting at the office?
Employers should focus on what an individual can achieve, not on the time that they won’t be in the office. If they have time at home to complete their administrative tasks and surf the Internet, they might well be more productive in the hours they spend at the office.

Can I get hold of this person when I need to?
Clearly, most jobs don’t stop the moment the employee leaves their desk. In this technological era, there is no such thing as being out of touch; successful flexible professionals will make themselves contactable to ensure momentum is maintained, and, in our experience, teams are more able to make decisions and become more selective in their questions without managers breathing down their necks all day, every day.

What is the impact on my team? What happens if everyone wants Friday off?
This is where teamwork is vital in making sure no gaps are left. Structured induction programmes can facilitate rapid integration into the team; work with your team to make sure that expectations are met. Communication is critical.

Are there any effective role models within the organisation?
Employers who have senior-level role models working flexibly will help promote a flexible culture throughout the organisation, and demonstrate that senior roles can be done flexibly and that career aspirations are not in jeopardy.

Is there help or coaching we can provide for those individuals who are seeking the opportunity to work flexibly within the organisation?
We need to provide both employees and hiring managers with the opportunity to air any concerns.

What are other factors to consider when offering flexibility?
A major factor is a happy and healthy workforce. Flexible workers tend to be more committed: having earned the right to work flexibly, they will make every effort to make it work. Also, flexible workers tend to have a much fresher perspective: they often gain insights and valuable networks from being outside the office from time to time.

This is by no means an exhaustive list, and there are many factors that both the employee and employer should consider in achieving the successful integration of flexible workers. The debate will continue and recent media coverage has highlighted an ongoing interest in the subject. Enlightened organisations will understand the benefits, and be adaptable and receptive to modern working practices.

Shirley Soskin is managing partner at Silverhawk Partners, which specialises in flexible working at senior level.

For more information, contact P-tek Development Solutions Ltd on 08448 011 733 by fax on 07092 029439 or by e-mail

Getting that edge: business and management training at the University of Essex

Finance for the Non-Financial Manager – 24 October 2008

This course provides an overview of the financial processes within an organisation, and will enable the non-financial manager to discover more of the financial jigsaw and piece it together. The course is designed to engage and involve participants through the use of a case study, which is continually revisited and developed throughout the three days in order to develop an understanding of key financial data.

Topics will include:

profit-and-loss accounts
balance sheets
cash flow statements
operating budgets.

Introduction to Tendering – 7 November 2008

This one-day course will examine the basics of tendering and provide participants with information they can use to improve tender performance. The course will cover: understanding the tendering process; how to access information on tendering; and how to avoid common tendering mistakes.

Developing a Strategic Approach to Finance – 19 November 2008

Strategic decision makers need to make sound financial decisions in order to ensure the ongoing growth and prosperity of their company. This course examines important strategic considerations, including managing growth, using return on investment and payback period in order to choose from a number of opportunities and grooming a company for stock market listing.

Audience: busy people in small and medium-sized companies and other organisations in the East of England region who want to know about business finance in order to read, understand and interpret financial information, those currently involved with the tender process or those who are likely to become involved in the near future, and decision makers who would like to gain an increased understanding of the potential longer-term effects of financial decision making.
Place: Colchester Campus, University of Essex.
Times: one-day courses 10 am–4.30 pm and three-day course 9.30 am–5.30 pm.
Price: one-day courses £185 and three day course £495, including a light buffet lunch and refreshments.
For further information and to book a place, please visit Essex’s Business and Management Training webpage here or send them an e-mail.

Creating a Business Strategy – 3 October 2008

This introductory one-day course will show you the key components of a strategic plan for your business, how to identify your priority areas and how to put the plan into practice in order to increase the success of your business.
This course will help you to:
• understand the purpose and benefits of strategic planning
• review the components of a typical strategic plan
• understand the planning process and how to use it to focus resources for maximum impact.
Audience: owner-managers of businesses of all sizes, sales and marketing managers, operations managers, and those starting up in business who wish to understand the strategic planning process.
Place: Colchester Campus, University of Essex
Time: 10 am–4.30 pm.
Price: £185, including a light buffet lunch and refreshments.

For further information and to book a place, please visit Essex’s Business and Management Training webpage here or send them an e-mail.

Exploring Your Workself – 4 November 2008
Presented by Camille Nickson

‘Exploring Your Workself’ is the first in a series of FREE networking events providing informative tips and techniques to support your business, in a fun and interactive way, with the opportunity to expand your network of contacts and thereby increase your business opportunities.

Find out what makes you tick at work and why other people can drive you mad. Gain an insight into why you find it difficult to handle certain situations or types of people.

This free session should give you a better understanding of:

• how you relate to others
• your own strengths and area’s for development
• the different styles of working
• how to get the best out of people and yourself.

During this free networking event, you will develop insight into your preferred ways of interacting with others, taking in information and making decisions. Not only is this information useful in helping you understand you, but it is also helpful in identifying the aspects of work you are likely to enjoy.

Audience: This event is aimed at anyone in small and medium sized businesses who would like to develop an insight into their preferred ways of interacting with others, taking in information and making decisions in an interactive and fun networking session delivered by an expert.

Place: Constable Building, University of Essex, Wivenhoe Park, Colchester CO4 3SQ
Time: 4.30 pm–7 pm.
Price: Free.
For further information, please visit our events webpage [LINK TO www.essex.ac.uk/bmt/Events.htm].
RSVP by 28 October 2008, stating your name, address, organisation and contact details, to Louise Cattrall (telephone: 01206 872519, e-mail bmt@essex.ac.uk) or register online at the events webpage

Need to book a room?

For conference room bookings close to Ipswich town centre, please call:
Rupal Patel, Business Centre Manager on 01473 381400, ext 1419, or go online here for more information. Alternatively, you can e-mail them here.

Taking it further

Did you find something useful in this newsletter? If so, why not forward it to a friend, and let them sign up for their own copy?

If anything in this newsletter is of interest to you or if you want any further information about P-tek Development Solutions Ltd and what we could do for you, please telephone us now on 08448 011 733 or fax us on 07092 029439.

Alternatively, you can e-mail us or visit our website. We'd be delighted to hear from you!