Bruce’s army numbered between 5,000 and 6,000 men, the majority of whom were Highlanders accustomed to mountain fighting. They boasted no cavalry to speak of, but they armed themselves with something much more powerful than horses or guns. Aroused by English cruelty, the Scots’ determination was fed by an angered populace.
As the English army approached, Scottish soldiers watched in amazement. They had never witnessed such a multitude of military splendor and might. In an act of desperate piety, the Scottish soldiers knelt in unison and made a short prayer to God, petitioning for help in the fight. Upon seeing the Scottish soldiers kneel, Edward II exclaimed triumphantly, “They kneel for mercy!” His aide de camp replied, “For mercy yes, but not from you—from God for their sins. These men will win all or die.”
As the English vanguard began positioning its attack, one of its knights, Sir Henry de Bohun, rode boastfully to the front, clad in full armor and carrying a large lance in his hand. As he entered an open field on the north bank of the Bannockburn stream, he recognized Robert Bruce. Sensing an opportunity to demoralize the Scottish army, he turned his horse and dashed toward the Scottish king. Seeing Bohun charging toward him, Bruce wheeled his horse around and charged back. The two knights rushed toward each other in open battle in front of thousands of on-looking troops. Horses thundering toward each other, Bohun lifted his joust, Bruce his battle-axe. As they drew near, Bruce suddenly swerved to one side and rose in his stirrups, bringing his axe down with such force that it sliced through Bohun’s armor, killing the knight.
Stunned silence momentarily followed. Then, suddenly, a wild scream filled the air as the Highlander foot soldiers attacked the English cavalry. Inspired by the boldness of their leader, the Highlanders attacked with such speed and ferocity that they shocked the entire English vanguard into flight.
Even though his beloved Scots were outnumbered, starved, and poorly equipped, Robert Bruce led the Highlanders to victory. His physical courage, strength in adversity, resourcefulness in danger, brilliance in tactic, and unmatched perseverance won not only the battle of Bannockburn, but also the freedom of his people. Robert Bruce emerged from that battle to become one of the greatest kings in Scottish history.
Attributes of Great Achievers
Attributes of great achievers in history, like Robert Bruce, are not only motivating to read about, they are also similar to, if not exactly like, the attributes of great achievers today—especially in sales. High-earning salespeople demonstrate consistent personal and professional qualities that are akin to the achievers of the past. These attributes include: perseverance, tenacity, hard work, resourcefulness, overcoming fear, and utilizing intellectual skills and tactics. Although the fields of achievement change over time, the characteristics of achievement remain the same.
Prospecting is a mandatory selling skill. Without effective prospecting skills, sellers often struggle to fill their calendars with appointments and pipelines with qualified leads. With effective prospecting skills salespeople not only fill their calendars, they also pack their pipelines with qualified opportunities.
Power prospectors are intelligent prospectors. They think. They plan. They practice. They execute intelligent prospecting methods. They do not rely on luck to win. Instead, they deliberately place themselves in a position to be lucky. As Dwight Eisenhower’s chief of staff during WWII, Bedel Smith, said, “Luck is where preparation meets opportunity.”
Power Prospecting provides sellers with a structured process and clear methodology to generate leads and set appointments. By utilizing the concepts outlined in Power Prospecting sellers develop the confidence and competence to successfully prospect.
Note on Historical Content
Too many countries, too many businesses have been destroyed by not studying history.
—Donald Trump
George Santayana said, “Those who cannot remember the past are condemned to repeat it.” Oliver Wendell Holmes, Jr., remarked, “A page of history is worth a volume of logic.” Cicero observed, “To be ignorant of what happened before you were born is to remain forever a child.” Most of us hear these quotes from time to time; nevertheless, how many of us actually recall specific lessons from the past and apply them to our personal and business lives? We know of Rome’s decadence, the French aristocracy’s arrogance, and Stalin’s brutality, but what can we learn from this knowledge that can help us in business and negotiation?
Actually, quite a lot. Behind these events are great lessons of history. Whether they are small or epic, history’s stories provide instruction of immense importance.
Nothing beats personal experience, of course, but learning from others’ experiences comes in a competent second. The risk in learning only from personal experience is that too often, we draw conclusions from too little data—we learn too much from too little.
Because history is such an excellent teacher, I reference numerous historical events throughout this book. Every chapter in each of the From Great Moments in History series begins with an historic event that illustrates a particular point or principle. These lessons and events are worth learning precisely because they teach something of value.
The DNA Selling System
Early in my career, I focused on acquiring sales skills. I participated in trainings, read books, and attended seminars. Most importantly, I made sales. However, as my experience grew, I recognized that sales skills were not enough. I learned that selling is a comprehensive endeavor that includes prospecting, investigating, presenting, negotiating, and lead tracking capabilities.
Over the years, I created a systematic approach to selling that encompasses all of the skills and processes needed to become a successful seller. Called The DNA Selling System, this logical, holistic approach includes prospecting, investigating, presenting, and negotiating skills. Coupled with sales automation/CRM technology and effective marketing, The DNA Selling System equips individuals and organizations with the skills, strategies, and processes to win more sales.
The DNA Selling System is an orderly, validated approach to selling. It is a system that has been tested extensively in a wide variety of markets, industries, and cultures. It works. By using The DNA Selling System and mastering the skills associated with each step of the sales cycle, sellers stand out from the thousands of average salespeople who sell on instinct instead of intellect.
The DNA Selling System
Figure 1.1
Integrity: The Foundation of Power Prospecting
A young Englishman searching for the secret of success sought the advice of a wealthy businessman in London.
“Go over to the window, look out, and tell me what you see,” said the businessman.
“I see the marketplace,” the youth replied.
“Now go look into the mirror and tell me what you see.”
“Well, naturally, I see myself.”
“In each case you were looking through a pane of glass. Tell me, what is the difference?” the businessman asked.
“The window is a clear pane of glass that allows me to see out and see the people in the marketplace. The mirror has a backing of silver that reflects my image.”
“Therein lies the secret of success: When you let silver come between you and the people in the marketplace, you are only going to see yourself.”
Power Prospecting is not a program of clever gimmicks or manipulative techniques. It is a system based on values, trust, and integrity. It is a customer-centered system designed to help salespeople stop thinking in terms of products and features, and start thinking in terms of buyer needs, goals, and objectives. Using power prospecting principles salespeople develop meaningful relationships and advance buyers through the sales cycle using honest, effective selling strategies.
Selling with integrity is not only the right thing to do, it is the smart thing to do. Because buyers make assessments about
the character and integrity of sellers, it is imperative to demonstrate honesty and integrity throughout the sales process. Buyers need to know that sellers are trustworthy. “Am I dealing with Vinny the back slapping, plaid-jacketed, used-car salesman trying to sell me a pink Yugo, or is this someone I can trust?” As the great sales educator Zig Ziglar says, “The most important persuasion tool you have in your entire arsenal is integrity.” Without integrity, salespeople severely limit their ability to establish honest rapport and build long-term relationships with clients.
Note on References
The DNA Sales Cycle consists of four steps, each step requiring a different skill set. To help salespeople master each skill set, Patrick Henry International provides training programs and books that specifically address each stage of the selling process:
Sales Cycle
Book Title
1.
Prospecting
Power Prospecting
2.
Investigating
The DNA Selling Method
3.
Presenting
Winning Sales Presentations
4.
Closing
Sales-Side Negotiation
Because each step of the sales cycle is part of an overall process rather than an isolated event, all of the books in the From Great Moments in History series reference each other in footnotes. Combined, the books offer sellers and managers a reference library that addresses each step in the selling process.1
Note on Format
Where there is a need for special emphasis, one of three alert windows is used:
Note: A “Note” is an idea, concept, or principle that is highlighted for clarity and impact.
Caution! The “Caution” window makes sellers aware of potential prospecting mistakes to avoid.
The Point? “The Point” focuses the reader on the prominent principle or main idea of the section or chapter.
Thank you for your interest in Power Prospecting strategies. I hope you will draw upon your own experiences to personalize and adapt the material to fit your own business or situation.
Best Regards.
Patrick Henry Hansen
1. For more information about The DNA Selling Method, Winning Sales Presentations, and Sales-Side Negotiation visit www.patrickhenryinc.com.
I
part one
Pre-Prospecting Preparation
1. Power Prospecting
2. Overcoming Prospecting Fears
3. Pipeline Management
4. Defining Your Target Market
5. Qualification vs. Appointment-based Cold Calls
6. Sales Messaging
7. Pre-Call Planning: Online Tools, Tips & Tricks
Chapter 1
Power Prospecting
Two horses were carrying two loads. The front Horse went well, but the rear Horse was lazy. The men began to pile the rear Horse’s load on the front Horse; when they had transferred it all, the rear Horse found it easy going, and he said to the front Horse: “Toil and sweat! The more you have to suffer.” When they reached the tavern, the owner said, “Why should I fodder two horses when I carry all on one? I had better give the one all the food it wants, and cut the throat of the other; at least I shall have the hide. And so he did.
—Leo Tolstoy, Fables
Like the horse in Tolstoy’s fable, salespeople can get away with not prospecting for a while, but it will eventually catch up with them. The salespeople who continually prospect are the salespeople who are rewarded the most.
In 1314, English King Edward II issued a royal edict banning the game of soccer. “We command and forbid on behalf of the King, on pain of imprisonment, such game to be used.” In 1491, King James IV of Scotland banned golf. “It is statute and ordained that in no place of the Realm there be used… golf, or other unprofitable sports.”
Although criticized for their edicts, there was a reason for the bans. The kings considered non-military related sports “unprofitable” because they were distracting young men from archery practice, swordsmanship, and other training necessary to the defense of their countries. Without a populace of trained archers and swordsmen, they would be unable to raise an effective army in times of crisis.
Like medieval celts and saxons, many salespeople are distracted from focusing on activities that build long term success—and no activity has more of an effect on a salesperson’s long term success than prospecting. While other selling activities are considered more enticing, prospecting is the foundation of any high performance sales career.
I managed an extremely talented salesperson who had the personality, charm, and wit to become an exceptional sales professional. There was just one problem: he refused to cold call. He viewed prospecting as an activity that only entry-level sellers engaged in. He was “above” cold calling. Since he inherited a territory with a bulked-up pipeline, he saw no need to “waste” his time on trivial cold calling activities. In fact, just prior to my appointment as vice president of sales, he was awarded the prestigious salesperson of the year award. He could do no wrong.
I immediately predicted what was going to happen and warned him that he was falling into one of the most common of all sales traps. I informed him that even the most rookie sellers would pass him by if he didn’t continually replenish his pipeline with qualified leads. Ignoring my warnings, he continued focusing on a limited number of large accounts without simultaneously generating new leads.
Within a year, my prediction came true, and the most recently hired salespeople with limited product knowledge and sales experience passed him in revenue generation. By following intelligent pipeline management principles and implementing cerebral prospecting skills, they qualified accounts, set appointments, and generated revenue on a consistent basis.
The Point? Effective prospecting skills are at the heart of successful selling. Sellers who consistently generate qualified leads and appropriately manage pipelines make more sales.
The DNA Sales Cycle
As mentioned in the introduction, The DNA Sales Cycle has four stages:
1. Prospecting
2. Investigating
3. Presenting
4. Closing
Each stage of the sales cycle has its own process and accompanying selling behaviors. For example, the prospecting stage of the sales cycle focuses on lead generation, cold calling, qualifying, client introductions, and initial appointments. Each selling stage requires specific skills and behaviors that address the issues at hand. But the objective of each stage of the sales cycle is the same: advance the sale to the next stage of the sales cycle. The only way to measure success is if a sale advances from one stage of the sales cycle to the next.
Selling is a process. It has a beginning, a middle, and an end. By ignoring the natural evolution of a sale and engaging in the wrong sales behavior at the wrong time, sellers won’t reach their full potentials. For instance, if sellers immediately jump from the prospecting stage of the sales cycle to the presentation stage of the sales cycle, they will miss vital selling steps such as discovering critical needs, identifying problems, or building value prior to presenting.
As the first step of the sales cycle, prospecting is the beginning of the sales process and has an enormous impact on a seller’s success. The quantity and quality of prospecting results determine the volume and caliber of sales a professional makes.
The number one reason many salespeople fall short of reaching their full potential is not having enough qualified leads. Unsuccess
ful sellers don’t generate enough qualified opportunities to maintain or sustain growth because they don’t deal with enough prospects who have the willingness or ability to buy. Without an adequate supply of qualified accounts, even sellers with excellent selling skills are not successful.
The number two reason many salespeople don’t reach their full potential is closely related to the first: poor pipeline management.1 Similar in principle to poor cash flow management in accounting, ineffective pipeline management leads to unsuccessful sellers. These sellers often stay busy closing major accounts and serving existing clients without simultaneously generating new accounts. Later, when the major accounts close, they scramble to “scrape up” new sales. Unfortunately, far too often, their actions are too late. The traditional valleys of selling sometimes turn into gaping chasms.
Traditional B2B Sales Cycle
Figure 1.1
Without good pipeline management and a consistent flow of qualified leads, even the most skilled sales professionals struggle to succeed.
The Point? “As ye sow, so shall ye reap” (Galatians 6:7). Healthy sales pipelines reflect the law of the harvest. Sellers who generate sufficient qualified leads and manage their pipelines appropriately reap what they sow: sales.
Prospecting Versus Marketing
Many businesses and sales organizations confuse prospecting activities with marketing activities—they are not the same. Prospecting strategies attempt to directly contact potential buyers; whereas, marketing strategies encourage potential buyers to contact you. Understanding the distinction is critical because the strategies involve different activities and use dissimilar tactics to achieve their purposes.
Marketing is also not the same as selling. Using the broadest definition, sales is about fulfilling the demand that marketing generates. When done appropriately, marketing is a multi-disciplinary function that involves corporate and product brand management, analysis of both competitor and customer preferences, market segmentation, and advertising.
Power Prospecting Page 2
