How to Become a Superstar –DeWese
You were given some assignments last month. You had 30 days to complete the assignments. I hope you didn't let me down. There's nothing worse than a grouchy, 68-year-old columnist.
Do you even remember the assignments? I wish I had all of you gathered in a giant auditorium or, better yet, a huge venue like Jerry Jones' Cowboys Stadium. I could wander around among you, tap you on the shoulder and order you to read one of your assignments out loud to the crowd.
Then you'd damn sure be prepared.
What were those assignments? Okay, I'll stop playing with you.
1. You were to write a list of 30 benefits associated with printing at your company. Take your time, and write the list slowly. Think about the importance of each benefits statement from the perspective of a customer.
In other words, put yourself in your client's shoes and list the benefits in his/her words, not yours. (Actually, I should have said, "a list of 30 benefits associated with being a customer of your company.") That would encompass all of your services, assuming you do more than put ink on paper.
2. Next, list 10 indirect questions that you might ask any customer or prospect. Indirect questions result in answers that are information dumps. These present opportunities for you to gain in-depth insight into the client's buyer behavior and printing needs. Writing the questions, as in the case of the benefits, will burn them into your brain; they will then reside for use over and over again.
More Calls = More Money
There was also a third assignment that I snuck in at the end of my January column. It was to pledge to make twice as many face-to-face sales calls in 2011 as you made in 2010. If you made that decision, and kept that promise to yourself, you should have already made at least 30 to 40 sales calls since making the commitment. This assumes you averaged one call per day during 2010.
Much depends on your company, the kind of printing you produce and the market(s) you serve. If you're a small shop with half-size sheetfed equipment seeking to serve small- to mid-size organizations (notice I didn't say companies, because your market could include for-profit corporations, as well as non-profit organizations like associations, government and charities), you might have averaged five calls per day last year. If, on the other hand, you sell for a relatively large, heatset web printing operation with exotic in-line finishing equipment serving direct mail buyers, then you might have averaged only one call every other day during 2010.
These varied selling circumstances make writing this column so hard. For some of you, a $2,000 sale is a big deal, and for others a $20,000 sale is chicken feed. Some of you are happy, high performers if you sell $1 million worth of half-size sheetfed work annually, while others are selling $10 million in long-run, web work. Selling the $1 million worth of work might constitute a greater achievement than the $10 million, depending on the circumstances.
I can name five salespeople who sell more than $20 million annually, which is a phenomenal performance, year after year after year! For that matter, I can easily name five salespeople who sell more than $3 million in 40˝, general commercial, sheetfed jobs annually. I know one rep who sells more than $10 million and, of course, it requires three CSRs just to back him up. These sales pros, by the way, maintained their high numbers, even during the recent economic unpleasantness that we call the recession.
Knowledge Levels Vary
Obviously, buyers who purchase print services worth millions of dollars are going to be more sophisticated graphic arts professionals than those who buy short-run commercial work.
I didn't say smarter, prettier or nicer. But I did say more sophisticated in the graphic arts because of their level of responsibility.
The consistent threads that run among all of these sales standouts is their behavior and aptitude, like buyer research, sales planning, sales presentation skills, overcoming objections, listening skills, closing skills, sales service skills, responsiveness, technical know-how (product knowledge) and level-headed serenity.
Hah! Gotcha with that last one, didn't I? "Level-headed serenity" also goes with being good-natured, mild, calm, equable, even-tempered, imperturbable, peaceful and tranquil. All of these superstars possess these common characteristics.
It's never about them. It's about others. In this case, it's about their customers who they hold dear. Superstars in sales—whether it's banking services or printing—are always understated individuals. They are modest, unpretentious and many are even self-deprecating. Why, you ask? Because it makes others feel both at ease and trusting.
Some of you are probably saying, "Oh yeah, you old, stupid, Mañana Man. I know Lance Huxter, who is America's greatest used car salesman, and his ego is as big as the used Lincolns that he sells. Huxter is totally obnoxious, self-centered and egotistical."
And I answer, "You probably lack any evidence that Lance is America's greatest salesperson. I'm sure your evidence came from him."
Want to be a superstar? Rate yourself against all the traits I talk about in this column. Except, instead of rating yourself in your own eyes, first rate yourself in the eyes of your customers, and then in the eyes of your significant other.
Here they are again. Rate yourself on the following as either poor, so-so or the best: level-headed serenity; good-natured; mild; calm; equable; even-tempered; imperturbable; peaceful; tranquil; modest; unpretentious; self-deprecating; good at buyer research; sales planning; sales presentation skills; overcoming objections; listening skills; closing skills; sales service skills; responsiveness; and technical know-how (product knowledge).
That should keep you all occupied for a while. Just don't try to perform this exercise while you're driving to your next appointment. Rate yourself, and then get out there and sell something! PI
—Harris DeWese
About the Author
Harris DeWese is the author of "Now Get Out There and Sell Something" and "The Mañana Man, Books II and III," available at www.piworld.com/bookstore. He is chairman of Compass Capital Partners and also authors the annual "Compass Report." DeWese has completed more than 150 printing company transactions and is viewed as the industry's preeminent deal maker. He can be reached via e-mail at hmdewese@aol.com.
