May 12

Written by: Scott Baird
5/12/2009 8:17 AM 

We’ve all had a productive sales meeting which was wrapped up by saying, "I’ll get back to you within the next couple of weeks." The problem with this begins when you return to your office with the intention of getting to work on a proposal. As you get back to work, several urgent messages are in your inbox, and you have a customer on the phone. You set aside the information you just gathered on your successful sales call, answer the phone, and immediately respond to your emails.

A few days later you uncover the information from that sales call and resolve to work on it as soon as you get a free minute. A few weeks later you stumble upon that folder, embarrassed, knowing any momentum gained at that successful sales call has now been eroded. Because of this you never make the effort to complete the proposal or give your prospect a call back.

This is exactly why Scheduling the Next Event is so critical. Instead of wrapping up a meeting by saying, "I’ll get back to you next week." Set a specific date, time, and agenda for what you will be covering. This gives you a deadline to have the proposal finished, and your prospect knows exactly when you are coming back.

In a recent blog Keith Rosen says to "Always, always, always have the next step mapped out and agreed upon in every selling situation, in every conversation with a prospect or a customer."

"This removes the toxic ambiguity that pollutes your mind and your thinking and robs you of time that’s better served focused on more meaningful and rewarding selling activities."

The main purposes of Griffin Hill’s Schedule the Next Event Play are to alleviate friction in the sales process, set the expectation of moving toward the close, set the agenda for future meetings, and truly advance the sales process.

When you schedule the next event, it completely eliminates the need for additional phone calls. With the event scheduled and the agenda set there is little need for additional contact. Even if you like to confirm every appointment, you can confirm with a voice message, or an e-mail; you do not have to make personal contact to know that the process is moving forward.

Copyright ©2009 Scott Baird

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1 comment(s) so far...

Re: Schedule for Success

Through the years I have become aware of the importance of keeping a commitment, even if it means putting in extra hours. It’s especially important in the beginning of the sales process. How can one be counted on to deliver the end good (be it a service or a product) if one cannot get it right in the beginning. For example being late on a tender; how can the company be trusted to deliver on time if they can’t get the tender in on time?

I have the following rules to which I work
1. Be sure you can keep a commitment – ensure you do not over extended yourself to the extent that you are unable to carry out the assignment on time. When one delays and then rushes to complete the task the end product is normally sub-standard.
2. Plan – monthly planner, to-do list etc.; what ever works. Allow time for the unexpected; it will always arise. I’ve been involved in refinery shutdown fabrication for many years; I’ve always allowed 20% for the unexpected (good old 80/20 rule?)

By Joseph Roy on   5/18/2009 10:47 AM

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