How I Sold $100 Million in Print: Part 6

Credit: Tiffany Fox

This segment is on your first face to face meeting. It’s critical to everything that comes next. Before we start, however, I want to share a word on proper coaching and success measurement.

Eleven years ago, I took a position leading a sales staff. I was excited to learn that one of my reps had a marketing background. He had worked as an account executive for a marketing services agency and was intimate with some big brands. I was confident his soft skills would be exactly what the printing industry needs.

I shared my thoughts during our introduction. He Immediately disagreed and pointed out that “printing is a business of numbers. Everything is counted. Everything is scored against everything else. It’s daily score keeping and reporting.” He wasn’t angry but he wasn’t happy either.

I paused a moment and explained that every business is like that if you go high enough in the organization. Good metrics are critical to evaluation and direction. I agree with the notion that if it isn’t measured it isn’t taken seriously.

The problem was this guy was trying to do something new. He was selling new stuff. He was trying to convince prospects to buy printing from him, not ideas. Sales Management wasn’t helping him with the transition either.

I wrote an article about this leadership issue in August 2018 called “Do You Know What Makes You Great?” You can find it on LinkedIn and management does have a responsibility in this area.

Meanwhile, he was measuring himself against reps with more experience. His company shared sales numbers daily and his name was rarely included. Everything that seemed to matter emphasized the notion that he wasn’t performing like the others.

As he shared his frustration I asked, “do you really expect your sales to happen in a rhythm like reps that have been at this for years? Do you expect to write orders at the same pace as so and so who has been at this for twenty years?” I went on to tell him that he would go nuts if he put himself under that kind of pressure.

He asked how he should be measuring himself. I suggested he measure his call back numbers. I quizzed him about estimate requests. I encouraged him to map those things along with first appointments won. I explained that every play doesn’t score a touchdown. Lots of them pick up two or three important yards.

This changed everything for this guy. He started counting the right stuff. The sales happened later. He proved that he does have the soft skills critical to top tier success. Today he is a multimillion-dollar rep. He fixed his head and that took care of everything else.

I started with this story because this guy was putting too much pressure on himself. It has been my experience that this happens on first calls too. We can be guilty of unrealistic expectations of our first meeting. Consequently, we can foul it up or come away with absolutely no plan or path to success.

You worked hard to earn a first visit. It deserves a plan. The plan is shaped by goals. There are specific things you want to leave the meeting with. What is the most important?

I asked this question a few years ago. During my presentation I compared selling to dating. I reminded everyone that selling can’t progress any faster than the slowest person in the conversation. Just like dating, things move at the pace of the person being persuaded.

I repeated my question. “What is the most critical goal?” A charming man about town, responded, “to win a second date.” The sales staff laughed but the guy was right.

Through the years I’ve heard reps answer this in all sorts of ways. “I want to identify their pain points.” I watched a client laugh and ask “do you guys go to a school to learn that phrase” when one of my sales lady reps asked this one.

“I want to leave with something to quote” is popular. Do you think anyone is going to seriously consider you after one meeting and a price? My experience suggests the opposite.

I think the following goals make sense for a first call:

• Learn what you can about the prospects business, position, and responsibilities.
• Ask what they would change about the solutions they enjoy.
• Demonstrate that you have empathy and are likeable.
• Demonstrate that you are a source for innovation and creative solutions.
• Earn a second appointment.

Notice that this list doesn’t say you need to come back with a bid or a full picture of their organization. I haven’t suggested a plant tour. There is no request for a file to test. No pressure of any kind is being placed on the prospect.

This should make things easier for the rep. Your goal is to continue dating. You want to leave the meeting knowing that you’re starting a process that will flow at the prospect’s pace.

Keep in mind that the company you’re visiting has a system that works. They think they have the best answers. Otherwise, they would have called you. You’re trying to earn a seat at a table that has already been served. Validating the prospect can earn valuable ground and make them like you, which is critical.

Case Study #1: I found myself presenting to a lady that already had a favorite printer. Her agency had purchased a firm I was doing business with. I had to make a presentation in an attempt to keep the business I was already enjoying. I was nobody to this lady.

She wouldn’t look in my direction. She sat sideways to me and continued typing as I presented my case. She never made a sound. I got more and more nervous. I started talking faster and rambling.

Finally, I stopped and asked, “may I start over? I’m so nervous I’m blowing this.” She turned to me and asked why I was nervous. I explained that she had a tough reputation, and I knew I wasn’t anyone she felt she needed to know.

She died laughing and asked, “would you like a cup of coffee?” She went on to suggest we visit the coffee shop in the lobby and get to know each other.

We did millions together. Sales Trigger – respect, humility, sincerity, personal expression.

Case Study #2: I found myself presenting to an executive with a large soft drink company. This guy had graduated with a print management degree. He went on to work at a paper company. His wife was an estimator for a competitor of mine. As you would expect, he had strong opinions about the business and how companies should be run.

I asked him, “if you could set up a company any way you wanted what would you do?” I went on to add, “I don’t often get to sit with people that have your blend of experiences. I value your input.”

He took my pad and sketched out exactly what he would do. I asked, “if I do these things could I earn a seat at the table?” He responded that I might.

We did tens of millions together. Sales Trigger – validation, humility, genuine interest.

When you set fair expectations of the first meeting pressure is reduced. You start a process that deserves to take time. You can focus on where you are in moving the needle rather than purchase orders. They come later.

Selling is just like dating!