Selling by Objectives

When ordering in a restaurant, you weigh your decision between what you want and what you can afford. Before going on a sales call, you must decide whether or not your clients are worth the time it will take you to reach your selling objectives. Objectives may change once you’re in a sales call, but it is important to know your starting point before you begin.

OBJECTIVE NUMBER ONE: Make a sale.

Get a purchase order, a signed order, a contract, a handshake – whatever translates into a firm sale. When this isn’t possible, or even desirable (perhaps it’s a first meeting for a large or complex order), focus on the next objective.

OBJECTIVE NUBMER TWO: Get a second appointment.

Remember that selling is divided into three modes – the sale is made, the process continues, or the process is terminated. Keep the selling process going. If you can’t get an order, the next best thing is a pledge of time. A firm appointment time is better than “I’ll get back in touch with you in a week or two,” or “I’ll call you when I have the quotation or information.”

OBJECTIVE NUMBER THREE: Get a commitment of participation.

Superiors, subordinates or peers in other departments can act as advisors and influence your client’s decision to buy. Get a commitment for their participation at your next meeting. At the consumer level, people who have impact include relatives, accountants and lawyers. In industrial selling, if you speak to the director of marketing, try to involve the vice-president of marketing and sales, a subordinate such as the marketing communications manager, or a “lateral” person such as the national sales manager.

OBJECTIVE NUMBER FOUR: Arrange a teleconference.

If you have submitted a quotation, it makes little sense to drive four hours to hear “too high,” “too low,” “just right,” “delayed,” or “not consistent with the specifications.” A teleconference imparts gravity to your follow-up call. Access to the buyer’s time schedule achieves a commitment from the prospect and assigns a special value to your phone call.

OBJECTIVE NUMBER FIVE: Rate the prospect’s importance.

An “important” prospect may, in reality, materialize into a minor prospect or not A prospect at all. The importance of the client, rated on his potential business, helps you prioritize your calls and decide how many hours to invest in a potential account. You may intend to invest 13 man-hours on a certain prospect, but if your sales call can determine that his needs are minimal or nonexistent, you’ve accomplished a worthwhile objective.

OBJECTIVE NUMBER SIX: Build rapport and relationships.

Being on good personal terms with a prospect may lead to business in the future or references for other prospects. We live in a very small business community, so you must shield your disappointment, anger, rudeness or disrespect. A bad attitude will come back to haunt you. Once, when I made a presentation, the buyer told me that he had no immediate need or budget for my training services. I focused on keeping the relationship positive. When I returned to my office three hours later, there was a message on my desk. As I was leaving the prospect’s office his President asked if he knew anyone who could provide training for his 40 employees. I got the contract.

OBJECTIVE NUMBER SEVEN: Gather information.

To make a comprehensive proposal and conform to the company’s individual specifications, it is often necessary to make several information-gathering calls. If you can, shorten the selling cycle by combining a needs-analysis or data-gathering session with a complete sales presentation. But make the most of your call by preparing the right questions and supplementing them with phone calls for additional information.

OBJECTIVE NUMBER EIGHT: Get on an approved vendor list.

If you can’t walk away with the sale or another appointment, try to get your company on a list that will be used for future orders. Bid lists and vendor lists indicate to prospects that you are accessible and acceptable.

OBJECTIVE NUMBER NINE: Clear up any misunderstandings or eliminate potential problems.

Unhappy prospects don’t respond to aggressive or active selling. Find out why the prospect is angry or unwilling to consider your product or service. Once he’s in an agreeable mood, you can decide which objective to work on next.