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New year brings little cheer for retailers

Retail sales fell flat this month as the gloom surrounding the festive period spread into the new year. According to the CBI, sales volumes were unchanged in the year to January and retailers expect the stagnation to continue into February. Although department stores performed better than average...Retail sales fell flat this month as the gloom surrounding the festive period spread into the new year. According to the CBI, sales volumes were unchanged in the year to January and retailers expect the stagnation to continue into February. Although department stores performed better than average...Retail sales fell flat this month as the gloom surrounding the festive period spread into the new year. According to the CBI...

Read the full story Ex-bosses at WH Smith join forces at vet chain

Stephen Clarke, the former boss of WH Smith, has landed a new chief executive role at Europe’s biggest vet chain in a move that reunites him with Kate Swann, his predecessor at WH Smith. He is joining IVC Evidensia, which has 1,371 veterinary clinics in 11 countries employing 19,000 people. Ms Swann, 54, is its chairwoman. He stepped down...Stephen Clarke, the former boss of WH Smith, has landed a new chief executive role at Europe’s biggest vet chain in a move that reunites him with Kate Swann, his predecessor at WH Smith. He is joining IVC Evidensia, which has 1,371 veterinary clinics in 11 countries employing 19,000 people. Ms Swann, 54, is its chairwoman. He stepped down...Stephen Clarke, the former boss of WH Smith, has landed a new chief executive role at Europe’s biggest vet chain in a move that...

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One Problem, Two Solutions to Printing Industry Sales

Note from Bill: The idea for this column came after coaching two salespeople in a 24-hour time period. It was amazing and somewhat alarming that the same issues were raised, but they were handled completely differently. It reminded me of an old story that I thought I would update:

A shoe company wants to expand its market into developing countries. Two sales reps are sent to Africa for six weeks with instructions to send email check-ins on a weekly basis ...

Week One

Salesperson #1

“My company needs a differentiator. I read somewhere that you can’t sell without one. We don’t and that is preventing me from selling anything. Our shoes just aren’t that different from everybody else’s.”

“All the customers care about is price, price, price and we are not a low-cost provider. I could sell more if you guys would give me better pricing.”

Salesperson #2

“My company needs a differentiator. But I believe that the ideas that I bring to my clients and the resources that I have in the plant are the differentiator. Plus, my persistency and diligence is far superior to that of my competition. That makes me better and I believe that I will succeed as a result.”

“All the customers care about is price, price, price and we are not a low-cost provider. Therefore, I need to stop selling on price and start solving problems to earn orders. That is the best way I know to sell profitably.”

Week Two

Salesperson #1

“No one returns phone calls anymore. I leave messages but I never hear back from anyone. I can’t sell anything if they won’t call me back.”

“People don’t use the phone like they used to way back when. I can’t sell anything if I can’t get through to people.”

Salesperson #2

“No one returns phone calls anymore. That might mean that I’m not saying anything of interest. I’m gonna put more thought and research into my calls prior to picking up the phone. They still might not call back, but I believe that I can build enough value in those calls that one of these times they’re going to look at their Caller ID, see my name and be motivated to pick up and talk to me!”

“People don’t use the phone like they used to way back when. Therefore, I need to find a different way to communicate and do some investigating into how people prefer to be contacted. That’s going to be my best path toward sales growth.”

Week Three

Salesperson #1

“I did make a couple of sales but we had some quality problems. How can anyone possibly sell without faith in the product?”

“The amount of time it takes to get quotes through estimating is considerably longer than I require. It’s ridiculous. Clients want to hear from me with a price right away. A four-day or more turnaround is simply unacceptable. No wonder why I can’t sell more!”

Salesperson #2

“I did make a couple of sales but we had some quality problems. This happens from time to time and I use it as an opportunity to demonstrate how a quality vendor responds. No one will escape the challenges of production issues, but a quick response and then a thorough follow-up to prevent future issues can actually harden a solid relationship because the client knows that I am vigilant.”

“The amount of time it takes to get quotes through estimating is considerably longer than I require. After this happened the first time, I asked if my requests were clear enough to understand (in other words, was I part of the problem?) and communicated my need for prompt response. This meeting was met with thanks and I have had little problems ever since. In fact, I now get a heads up when a quote will take longer and they have also been responsive to any request for a rush. Funny what happens when you treat people with respect.”

Week Four

Salesperson #1

“It’s difficult to get anything done given the amount of reports I am asked to fill out by management. I could sell more if I didn’t have to spend so much time on my computer documenting my every action.”

“I feel as though I don’t have all of the skills that I need in order to be a success. Overcoming objections, beating voicemail, negotiating and closing would be a few topics I would benefit from knowing more about.”

Salesperson #2

“It’s difficult to get anything done given the amount of reports I am asked to fill out by management. You are likely wondering how I’m spending my time. Could we work together to find a way to answer that question so that I can maximize my time in the field?”

“I feel as though I don’t have all of the skills that I need in order to be a success. So, I’ve done some research and have found a couple of solutions that I think would help. Full descriptions and pricing are attached to this email. Please let me know if money can be found for sales training.”

Week Five

Salesperson #1

“I understand that we have a new whiz-bang piece of equipment, but I don’t have any information on its features and benefits. I guess I won’t be selling anything coming off of that thing.”

“I have some concern about my compensation plan. I’ve been talking to some friends of mine who sell and they tell me that I am grossly underpaid for my results.”

Salesperson #2

“I understand that we have a new whiz-bang piece of equipment, but I don’t have any information on its features and benefits. So, I reached out to the manufacturer and found someone who emailed me some specs, vertical markets to attack and some case studies that I can use.”

“I have some concern about my compensation plan. Rather than complain about it, I did some extensive research and have some ideas that I’d like to put out there for discussion.”

Week Six

Summary from Salesperson #1: “Bad news! No one wears shoes in Africa!”

Summary from Salesman #2: “Good news! No one wears shoes in Africa!”

If you look for reasons why you can’t sell more, you will find them every time. It’s what you do next that makes all the difference. See them as dead ends and they will be. See them as speed bumps to go over or obstacles to go around, and they will be that, too.

Or, as Henry Ford put it: “Whether you think you can or you think you can’t — you’re right!” PI

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