Your Sales Prescription: The 'I Hate Selling' Action Plan
Excerpted from: The "I HATE Selling" Book, by Allan S. Boress, CPA, CFE
Even with your busy schedule, you must create the time to sell new business by meeting clients, prospective clients, and referral sources for breakfast, lunch, or dinner. Set appointments today for the next four weeks. Do not be afraid to set these kinds of appointments for far in the future - your most precious asset is time and you need to plan these meetings.
- Technical skills are not enough anymore; to succeed in the long run, you have to bring in new business. Become committed, starting today, to being as proficient at selling as you are in your technical and professional skills.
- You don't have to like selling, you just have to do it. So, stop complaining and start doing! Your selling skills will improve dramatically with the tactics learned in this book.
- Believe it or not, as a professional, you already have the skills you need to be a great salesperson; you merely need to apply these skills to business development.
- In trying to sell more business, you will fail; nobody sells everybody. The sooner you accept this, the easier it becomes to brush off rejection and move on to the next prospect.
- Don't assume your clients know what services they need and will ask for them accordingly; rather presume that you know what they need and make sure to discuss your recommendations with your clients.
- Just as you would create a plan for completing a job, use the same concept to create a systematic acton plan to bring in business. Make a list right now of people you should be talking to: prospective clients, existing clients, and referral sources.
- Make sure your associates and your firm hold people accountable for bringing in more business. People who generate business should be well compensated and lauded as heroes in the office.
- Set firm-wide and individual goals. Publicize these goals to all staff members and emphasize what each individual must do to achieve these goals.
- Partners and principals must lead the way in emphasizing and carrying out business-development efforts, because staff will only follow these leaders. If the partners aren't involved in bringing in more business, nothing much will happen.
Designed for the many consultants and service professionals who cannot stand selling, this guide supplies a step-by-step proven approach for maintaining and growing a business--even after raising fees. Boress, a nationally-known speaker and business development expert, shows how to listen to potential clients, ask questions, evaluate answers, avoid fatal mistakes, and maintain contact and control in the sales situation.