Make 3'value addedtt Give clients the gift of education really valuable

furNr oF How stupid the average |- salesperson is and then consider that half of all salespeople are even more stupid than that. Don't expect value from this second-tier group.

Smart salespeople, on the other hand, can earn more clients in five months by being interested in the success and happiness of others than in five years of getting them interested in you. Yet, the majority of salespeople make routine sales visits without thinking, "How am I going to earn their business?" and "How can I make my selling proposition so compelling that no one else will stand a chance?"

Focusing on adding value to your repertoire and providing education for your clients will bring in huge increments of revenues versus making virtually the same presentation (lots of talking) day in and day out.

First, let's address education. As a sales representative, I gave my first convention speech at age 25. Then as a regional sales manager, I developed an all-day seminar that typically drew 150 to 200 industrial attendees by invitation only. It was so successful, the company had me speak nationwide as it was bringing in tens of millions of dollars. Then with another industrial firm, I started providing seminars on sales, leadership, culture, exporting and other topics. Again, millions of dollars flowed in.

My next venture in life was speaking and consulting. I've had many retainer clients where I work with a firm for one or more years-usually a week per month. While my initial services are invested with the president, v.p. of sales, and the sales force, we soon begin to seek out target accounts that are progressive and could represent considerable revenues for my clients. We then arrange for me to speak or consult for them. In each of these scenarios, I furnish usable information for growing people and revenues. That's value.

Let's face facts... all indicators point to slow growth for several more years. So do we just ride it out and hope for the best? There are tons of ignorant corporations doing just that. Organizations that focus on competition will eventually die. And those that focus on creating value will thrive.

I've seen building material distributors that have grown during the recession. How? By taking business away from competition that still "sell" and operate in the old school way: products, pricing and service. The successful have these same three components, but they add value.

Let's look at our own people. How many sales and management personnel do you have that acted on just 12 new skills in the past year? The answer should be "all of them." Yes, education costs money, but ignorance costs more.

Here are real-life examples of the benefits of providing education.

During a speaking engagement for one company, we took a coffee break about 9:30 and I noticed the c.e.o. and his executive team talking amons themselves for 9O7o of the break time.

We went back in the room and the c.e.o. asked if he could speak before I continued. Of course I didn't say "no." He said, "We just talked about the fact that we just learned more in one hour than the quarter-million I spent on education on this group last year. What is it you want from us?" I replied, "Just all of your business and I'd like to leave here today with your (largest item) business."

He asked what time my flight departed. He then suggested we stop the seminar by a certain time to get to their headquarters to get the order and get me to the airport on time.

I've been part of many sporting events where the client hires a sports legend and fan favorite to sign programs and balls. I'm there to sign books and offer consulting advice.

Many ask if I can visit their executive team before I leave town. Again, I'm not going to say "no." I respond in the affirmative and set up the appointments before the game ends. I'm armed with a state map and my day planner so I can set appointments that make geographic sense. But I always conclude with "get your team prepared to ask me questions that you're struggling with" and "get them prepared to give us our first order. Is that fair?" I've never encountered a "no."

We then arrive, field and answer questions, sign a book for each executive, get our first order, and often offer a seminar... for additional busiNCSS.

. A large plumbing contractor said he wanted me to be the first visitor in his new home. My client's salesperson dropped me off and the client, his wife, and I met on the patio. In advance of our meeting, I said, "Get your order pad ready for water heaters," which my client had sold him a total of zero.

I got 200 units plus about 25 minor items, but Ms. Bean Counter (spouse) said, "Their heaters are $X, representing $Y more for the 200." He replied, "Yes, but I get Bill." Our agreement was that he would drive 90 minutes for lunch and it would be a working lunch. I just told him that we couldn't spend three hours of travel time plus a 90-minute lunch each quarter. He cheerfully responded, "I'll gladly drive to you." At every lunch, which was a consulting session, we received new items.

. I've spoken for my clients' clients at conventions, usually at breakfast or lunch. One big rule for a nice turn-out and avoiding a run-in with the convention is that your event must not be held while convention events are taking place. What I like is the venue is held in the same hotel where your target accounts are staying. No one has to travel and everyone needs to eat. And they receive value.

. I provide consulting in my clients' booths at conventions. We set up a section in the corner of the booth with comfy chairs, pastries, coffee and end tables, beverages etc. It's another by invitation only. The c.e.o. has gifts purchased for the clients, along with a neat note that I give at the end of our consulting session. Over 9O7o of the time, we get business and they never ask what our prices are.

Most exhibitors do the same thing every year... same booth, same people, same literature. As with many other things your group does, they do them by habit. Look at every major segment of your annual sales and

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