Radulski and other sales managers marvel at the alacrity of $2 million salespeople to close customers, even as those salespeople admit there’s no one right way of doing this.
English says he counteracts customer resistance by quoting Consumer Reports or Federal Trade Commission information about unscrupulous contractors. That, he says, leads to a discussion about licensing and insurance, and to the reputation of Mr. Rogers Windows and the Renewal by Andersen product it installs.
Smith, of P.J. Fitzpatrick, uses what he calls the “porch light” technique he learned from Rea. He goes over the benefits of his company and its services and products with the homeowner. “Then I’ll step outside for 15 minutes or so to let them talk it over. While I’m in the truck, I’m calculating what I still can give them to make the sale. If they give me a [price], then it’s pretty easy.”
Dombroski says closing deals ultimately comes down to trust. “You can’t cloud over anything with customers these days because they’re more educated. And if you’re talking about a $15,000 to $40,000 job, they want to be sure they can trust the person they’re buying from. I try to solve their problems and come to an amicable price.”
LOOSER REIN Two-million-dollar salespeople may brim with self-confidence, but they still need the occasional pep talk, just like any other seller. “This can be a tough, lonely business, and a lot of people just don’t have the constitution for it,” Rea says. Capizzi agrees that salespeople stall when not properly coached. “Even if you’re out there closing 33% of the time, you can still feel like a loser. That’s when I go over the numbers with my guys and encourage them.”
Most companies would probably agree with Grosso that too many sits with customers might actually be counterproductive for their salespeople.
Still, Capizzi says, salespeople must work harder because leads are more scarce, which is why his company last year brought back some “basic selling tools,” which include participating in home shows, recalling leads, and offering free inspections.
In his sales boot camps and seminars, Webb tells salespeople to focus on building networks of customers and turning regular leads into referrals. He says that before going on a call, salespeople should research the neighborhood to see if their companies have any customers there, so they might possibly use that homeowner as a referral for their next client. “I also carry a list of personal references — not references the company gives me, but my own — so that the client can see he’s dealing with a quality person.”
Webb’s advice aligns with the consensus that the best salespeople are those who need the least management, who view their jobs as their own businesses, and who take primary responsibility for results. Consequently, a $2 million salesperson usually has more flexibility to set his or her schedule.
So when selling becomes “a chore,” Tim Radulski says he takes vacations “to get away from it for a while.” Pola believes a successful salesperson must work family time and vacations into his planner.