![]() Think about how many things you would buy if it was easy to do so. I think it needs to be balanced with making it even easier to buy from you. That’s where you’re adding value and making it priority. I used to just think that follow-up was about helping this issue get back to the top of their priority list. I think it needs to be balanced between two things. If I’m following up for their reasons, now, I might actually have their attention. Because, when I’m following up with somebody, if I’m following up from my reasons, they don’t care. We want to make sure we’re always showing up as someone who’s there to solve, not sell. I often say that, in the world of sales, you can either show up as someone who’s there to sell something, or someone who is there to solve something. But instead, it’s a perspective of what are we helping them solve? And that notion of follow-up then can’t be just what we’re trying to sell. It doesn’t mean that what you were hoping to help them solve isn’t important anymore. ![]() The point is that something happened that took their attention away from whatever it is that you were hoping to sell. Someone got in a car accident, or like you said, their child had a D. And I say, “Look, it’s simpler than that: life happened”. I’ll ask reps, “So right after you left the office, what do you think happened?” And people will guess, and all sorts of things. Yeah, you know, it’s a great perspective that I think is lost on a lot of people. So then I reached out once or twice, you don’t respond, and I assume that hot conversation was a figment of my imagination, you went somewhere else, or you’re no longer interested. All of a sudden, the conversation you had with me is no longer a priority. I can’t cite it at this point.īut, let’s get into it this way, what do you think the chances are that you’re going to interact with a customer at the exact moment they are ready to buy? Like they got up this morning, looked in the mirror and said, “Please God, if nothing else happens to me today, please let a sales rep call me.” The chances of that are like slim to none.Įven if you have a really great conversation, even if I call on you, and boy, you are just hot to buy, by the time I get off that zoom call, I walk out of your office, what happens is, all of a sudden, your best customer just brought a really big deal into your office, your top employee just fell and broke her leg, and she’s going to be out for the next couple of weeks, and your kid got a D on his report card. I don’t know where that research comes from. It takes a person eight to 10 touches or messages to make a decision. Well, let’s just say, “Just checking in,” and “God bless,” are probably two statements that shouldn’t be used in follow-up.īut I guess what I mean is the fact that, first of all, we’ve all heard the research that the average salesperson gives up after two to three times. So, when you say people don’t follow-up, what do you mean? God bless.” I mean, we need a better way to follow up. ![]() It’s like, just start investing in Sharpies and cardboard. What do you mean by that when you say that people don’t follow up? I often say that the way people follow up today often sounds like this, “Hey I’m just calling to check in and see if you made a decision yet?” And you’re basically a tin cup and a cardboard sign away from begging at that point. I am just a passionate believer that the sale happens in the follow-up. I mean, they might once or twice, but they don’t stay in it for the long game. What are the biggest mistakes that you see people make when it comes to sales follow-up? I know this is a topic that you’re passionate about and teach a lot about. So Meridith, we’re talking about this idea of sales follow-up. It’s all about how we turn those adversarial traps where buyer and seller are butting heads together, and how we get people on the same side, working together, kind of putting a puzzle together. I’m a business growth and sales strategist, and my passion is helping my clients turn all of this uncertainty into their competitive advantage.Īnd most people know that I’m probably best recognized for this book I co-wrote with Jack Quarles, called Same Side Selling. Yeah, I don’t know, you set me up really well. Before we get into that, Meridith, can you give people a little bit of your background, so they have a sense of just how brilliant you are? Something that is often the scene of epic failures. We are talking today about the notion of follow-up in sales. Welcome to the Same Side Selling podcast, I am joined by the talented, brilliant Meridith Elliott Powell.
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