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Dan Fisher

By: Dan Fisher on February 26th, 2018

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How "Best of the Best" Execute Initial Sales Meeting

Employee Training | Prospecting

“How many initial sales meetings did you go on last week?" "How many prospect sales meetings do you have scheduled for this week?" "Dan, you need to get more meetings with new prospects." "Just get the meeting!"

Sound familiar?  If you're a sales professional selling IT staffing services I'm sure you can relate.  And if you're a sales manager I'm sure you're thinking to yourself  "how can I get my reps to attend more sales meetings with new prospects?" Having worked with hundreds of IT staffing firms across the country I don't think there is such a thing as "enough" initial sales meetings with new prospects. Everywhere I go, and everyone I speak with from within the industry is obsessed with getting more face time with new prospects.  And why shouldn’t they, were in sales and this is what we do!

But here is the catch. I’ve made three interesting observations regarding IT staffing firms and their quest for getting and executing initial face to face sales sales meetings.

  1. Frequently I hear staffing leaders say “we’re great once we get in front of the customer, we just need to figure out how to get in front of the customer more frequently.” When I hear this I think to myself, is that what’s really happening? Is the telephone kryptonite and once the sales rep is in front of the customer they turn into Superman? Are there really a bunch of salespeople out there that are amazing in front of the customer AND also lousy at scheduling meetings?  Seems like a strange a paradox, like an amazing fireman who is great at putting out huge massive fires and saving children and the family pet but clueless with driving and operating the fire truck. Doesn’t that seem unlikely?
  2. I have yet to meet an IT staffing firm-NOT ONE-that has a training program that specifically defines and teaches their sales force any sort of process, framework, approach or methodology for how to execute the initial face to face sales meeting.  Where and how are IT staffing sales professionals being taught how to run a sales meeting?
  3. I have yet to meet an IT staffing firm-NOT ONE-that tracks sales meeting effectiveness. If you don’t measure it how do you know how effective you (or your sales team) are at it?  By creating and measuring the sales metric of initial sales meetings:new job orders (ratio) and the average number of days elapsed between the initial sales meeting & initial job order, sales reps and staffing leaders would truly know how effective they are with executing the initial sales meeting.  

But forget about my observations, let’s look at some hard factual data. According to Forrester Research, only 19% of the more than 400 US-based IT and Executive Buyers surveyed believe that their time spent with sales people (in a meeting) is valuable and lives up to their expectations.  

Seems to me there is a disconnect, but where? I believe the disconnect is tied to the criteria or standard that IT staffing sales professionals are being held to for running the initial sales meeting. For example, what is the real, true goal with face to face sales meetings?  Is the goal to schedule as many face to face sales meetings as possible with as many different prospects and simply do a “meet and greet?” Or, is the goal to host a meeting in which the salesperson is attempting to drive demand for him or herself and get the customer to consider a solution that was never on their agenda and under consideration in the first place? After careful consideration I’ve come to believe it is the former and not the latter which is what has inspired me to share with you how the “best of the best” master and execute the initial sales meeting. After all, you only get one chance to make a first impression and given how competitive the IT staffing industry is, you don’t want to leave that to chance, do you?

How the “Best of the Best” Master & Execute the Initial Sales Meeting
Remember, top performers don’t attend the most meetings. What makes them a top performer is what they accomplish in those meetings. Here is how the “best of the best” define, prepare for, practice and execute the initial sales meeting.

Preparation

  • How will I  prepare for my sales meeting?
  • What are my meeting objectives?
  • How will I research the company and hiring manager in preparing for the meeting?
  • What are the desired action items I want my prospect  to commit to during and after the meeting?
  • What will I say to compel the client to commit to those action items?
  • How will I address FAQ’s and objections?
  • What ideas and insights will I share?
  • When, where and how will I incorporate the data (from my research) into the conversation to build credibility and earn the trust of my prospect?

Key Takeaway: Create a sales meeting preparation checklist to help you prepare for and get organized for all of your face to face sales meetings. Fully embrace and adopt the utilization of your checklist before attending any sales meeting. A few days before (any) sales meeting review your checklist with your supervisor to make sure you haven’t left anything out. Ask your supervisor to test you by trying to “poke holes” in your plan. See if they can knock you off your game. For supervisors, you just want to make sure your sales reps actually took the time to properly prepare. The difference between a top performer or “best of the best” and average performers is that top performers take the time to prepare for their sales meetings, every time.

Opening the Meeting

  • What specifically will I say say to open the meeting and get the conversation going down my desired path?How will I open the meeting in such a way that I create a peer-to-peer conversation and avoid the superior-subordinate dynamic?
  • What will I say to put the conversation back on track if the customer takes control of the discussion? 
  • What will be said to uncover and set expectations regarding:
  • Time allotment?
  • What I want to get out the meeting?
  • What the customer hopes to get out of the meeting?
  • The decisions that are to be made?
  • How next steps and action items will be follow up on?
  • How much time will I spend on rapport building and what question will I asked?

virtual role playKey Takeaway: Top performers aren’t born with magical powers or natural ability of knowing how to open a sales meeting. They learn how to do this through training and/or experience and then they practice. For every initial sales meeting you attend, practice role playing exactly what you will say to open the meeting five times. Ask your supervisor to play the role of the customer and a peer to observe and provide feedback. Do this until you’re “conversation ready” or unconsciously competent.

Transition To a Business Conversation

  • How will I transition the opening of the meeting into a business conversation?
  • What specifically will I say to transition the conversation?
  • What fresh ideas, insights or benchmarking data will I share to add value to the conversation to make the transition?

Key Takeaway: For every initial sales meeting you attend, practice role playing exactly what you will say to transition your opening into a business conversation eight times.  Ask your supervisor to play the role of the customer and a peer to observe and provide feedback. Do this until you’re “conversation ready” or unconsciously competent.

Discuss Business Issues

  • What questions will I ask to uncover the customer’s current state and desired future state?
  • What questions will I ask to uncover a pain point or business issue the client must solve?
  • What questions will I ask to uncover the goals the customer is trying to achieve?
  • What questions will I ask and relevant customer success stories will I share to convert those pain points into sales opportunities?
  • How will I qualify the customers motive, sense of urgency and commitment to solving those problems?
  • What relevant customer success stories or value proposition will I share to demonstrate we have the relevant expertise and experience to help the customer?
  • What will I say or ask to uncover how the customer feels about working with me and my company and how will overcome any concerns or objections?
  • What questions will I ask to uncover their purchasing process including the steps or obstacles the customer will have to overcome internally in order to work with me and my company?

Key Takeaway: Top performers don’t go into sales already knowing how to facilitate a discussion on a customer’s key business issues. They’re taught how to do it and then they practice rehearsing the conversation including the questions they will ask and the comments they will make via role play. For every initial sales meeting you attend, practice role playing exactly what you will say to uncover and discuss business issues with a prospective customer five times until you’re “conversation ready.” Ask your supervisor to play the role of the customer and a peer to observe and provide feedback.

Closing The Meeting

  • What will I say to summarize and demonstrate I understand the customers goals and challenges?
  • What will I say to summarize the ideas, options and solutions we discussed and are considering?
  • What will I say to check for understanding with my prospect to ensure we both have the same understanding of everything that was discussed during the meeting?
  • What action items(s) or commitment will I ask my prospect to take next and how will I ask this of them?

Key Takeaway: Top performers have learned through their personal experience and training that there is a right way and wrong way to closing a sales meeting. To avoid stalled sales cycles and keep their sales opportunities moving forward they constantly practice how to close a sales meeting.

For every initial sales meeting you attend, practice role playing exactly what you will say to summarize and close a meeting five times. Ask your supervisor to play the role of the customer and a peer to observe and provide feedback. Do this until you’re “conversation ready” or unconsciously competent.

Conclusion
As you can see, there is a reason, many reasons why top performers have far more productive sales meetings than average performers. They understand that running a productive sales meeting requires a lot of upfront planning and preparation. They also know, and don’t shy away from the fact that it takes a lot of role playing to practice exactly what it is they want to say in order to properly execute each phase of the initial sales meeting. You can learn more about our methodology and training approach here but how are you and your sales team going about executing the initial sales meeting? Professional visitor attending “meet and greets” or “best of the best” driving demand for your offerings and creating opportunities?

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About Dan Fisher

Dan Fisher is founder and owner of Menemsha Group, a provider of sales enablement solutions dedicated to helping IT staffing firms improve win rates, shorten their sales cycle, and increase revenue per sales rep. Since launching Menemsha Group in 2008, Dan has consulted with over 200 IT staffing firms and has invested over 5000 hours coaching IT staffing sales reps. He’s authored is his own proprietary sales methodology and has previously spoken at Staffing World, TechServe Alliance and Bullhorn Live 2012. Prior to launching Menemsha Group, Dan spent 16 years in the IT industry running local, regional and national sales teams. Dan worked for Kelly Services, Oracle Corporation and Alliance Consulting. Dan currently resides in Boston, Ma.

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