Michael Schoettler is a professional motivational speaker who helps organisations of all sizes to use negotiation and sales skills to build profitable relationships.

Do you want to build a better bottom line and realise the full potential of your business? ‘Sales Sense’ is the ability to translate complex business issues into tangible results. That’s what we do. We focus your team on the issues that will produce the results you want: Genuine growth with increased profits.

This process is not rocket science. Mike Schoettler has had 25 years experience in sales (both as a salesman and a sales manager) with some of the world’s leading organisations both here in Australia and overseas.

Mike commenced his career with a MBA in International Management but he says he never learned faster than when his sales manager put him on straight commission. This taught him the power of focus and the importance of mastering the basic skills of sales and negotiation – what he now calls Sales Sense!

Today, he helps teams around the world to use the principles of successful sales, and negotiations to build Profitable Relationships. Whether you need a dynamic keynote speaker for your next conference or a leader for a workshop or seminar, Mike is your man. Makes sense – Sales Sense!

Click here to see Mike

An incentive is the quickest tool in a sales manager’s kit. It can be used to institute change or simply set a fire under staff who have slid into their ‘comfort zone’.

Just follow these four easy steps to focus your sales team’s energy and attention on your critical issues.

1. What needs to be done?
What single objective do you want your entire team to achieve this month to produce the best possible gain for the business? The idea is to focus all their energy on as small an area as possible to guarantee the result. Be specific! What do you want them to do?

2. How will you measure the results?
Way back in 1926, Western Electric proved in its productivity experiments that you get what you measure (The Hawthorn Effect). Whether you make the job easier or harder, results always improve for a while just because the people know they are being measured.

The system must be clear, simple and honest. It can’t take a lot of effort to control or it will just detract from the result you want and end up as an additional overhead. No cheating!

3. What’s it worth?
When they do what you have asked, how much extra profit will the business make? Or, if they don’t do anything different for another month, how much will that cost the company?

One way or another, you must put a value on the outcome. Then you can be sure the rewards you select cost less than the benefit produced. It can be a percentage or a set figure. Set yourself a ‘no result, no cost’ guarantee. This makes sure that both the sales people and the business benefit from your proposed incentive. No result, no reward and no cost!

4. How will you make it fun?
Time to be creative! Now that you know what you want, how you will measure it, and the size of your budget, you can put your incentive program together. It must be fun, highly visible, and offer rewards your people want. The ideal approach would be to have the individual rewards chosen by each participant. Just make sure the reward is something they want.

It has to be visible to hold their attention. Knowing the progressive scores will work to lift everyone’s game. And a bit of fun is what keeps it from just being more work. Constructive competition will support a positive attitude and help them to push a bit harder without taking the setbacks too seriously. The fun will also help to keep a good perspective when working in new or difficult areas.

The use of teams can make everyone’s efforts just as important as the high flyers. When you are part of a team you can’t give up. You would be letting your side down. And it is not a question of being as good as someone else when we need the best efforts of everyone. Isn’t this the attitude you want to encourage in your company?

So…

A sales team is most productive when it knows exactly what needs to be done and everyone is working together to accomplish their goal. And don’t be fooled into thinking that only big money will motivate people. Visibility, praise, recognition and management involvement are much more important.

The best reward is to be part of a winning team!

When I arrived in Australia back in 1979, there was a really good milk bar in almost every neighbourhood. Most people had their favourites for lunch and frequently sales calls were planned so you would be in the right areas around lunchtime.

Back then, you expected to get in line and watch them make a sandwich for the person at the front. Then one for the next and finally, after the person in front of you was served, it was your turn to peer through the glass and choose. Then you would stand there and watch them make yours. The process was a lot like watching your mother make a sandwich. Same materials, same style. This was service in the 70′s.

The only problem was if you were in another area. It wasn’t easy to know if a shop would be all right. It might look good from the outside but what if it wasn’t very clean or friendly? So, we tried fast food. They might not be as good as our local shop but we knew they would be clean. It was the safe choice because it was predictable. Because they were consistent.

Now

So, in 2004 who sells the most hamburgers in the world? My audiences still say McDonald’s. There doesn’t seem to be any doubt about it at all. In fact, over 50 per cent of all Americans now live within three minutes of a McDonald’s. But when I ask for a show of hands from the people who think McDonald’s makes the best burger, I don’t see too many. Do you think the biggest burger business in the world is built on a brilliant product or a consistent level of service? And who changed the definition of service?

What happens today when you place your order in McDonald’s and the assistant says "That will be ready in 90 seconds." A significant number of people will change their order rather than wait. I have done it myself. It is not that we don’t believe it will be ready in 90 seconds. That’s probably spot on. But we just don’t want to wait. And it was McDonald’s that trained us to expect the food to be ready. I’ve noticed some people don’t even look up at the sign to order. They look at the shelf under the lights to see what is ready.

The Future

I read some time ago that McDonald’s in the UK introduced a new concept store called McDonald’s Express. It was not like the Australian or American express stores that just fit small locations. In the UK, a McDonald’s Express was built next to an existing McDonald’s Restaurant and it was aimed specifically at people who don’t have time for McDonald’s. Is the definition of service changing again?

Today, just giving predictable service is not enough. It has to be consistently good. And what it takes to qualify as good keeps changing. Don’t try to impress customers once and then expect them to settle for less in the future. Because every time someone does it a little bit better, that becomes the new standard.

A fax was a luxury until you got one. Then you would not consider giving it up. Now ask anyone on the net if they would give up e-mail and go back to just having a fax. Ask them what they think of a supplier who asks their customers to fax something rather than e-mailing it, just so they can have a "signature".

There are still many people who have never owned a garage door opener. But I defy you to find someone who owned one and then went back to getting in and out of their car. We just won’t go back to the old ways once we have enjoyed the new.

Convinced?

There is one more point. Double standards don’t work! In my experience when the boss expects the staff to change the way they treat customers, the best tool in their kit is the example they set. Given the choice between what you say and what you do, your example is always more persuasive.

So, if you do decide to start changing the way your people relate to clients, your attitudes and most importantly, the way you communicate with them, you are starting in the right place.

Now be honest. Are you setting the new standards of service in your industry or are you just relying on the quality of your burger?

Ever notice how some businesses always seem to get more out of trade shows than the exhibitors around them? Their staff don’t appear to be working harder, yet there are more prospects’ names on their list even when the aisles aren’t full.

How do they do it? Are they cheating?

At first glance it may seem so. But look closer and you’ll find it’s simply a matter of…

Preparation

Most successful exhibitors go through the same process when they decide to display at a trade show. First they agree on their objective for attending the show. This could be to make sales, collect leads, add distributors, or even just to train and observe their sales staff.

Importantly, they select only one.

Then they devise a strategy to achieve the agreed objective. They work out how they would measure daily progress and the final result. They consider whether they’ll include a free draw to collect names, a give away to promote sales, or even create a game to attract the right prospects.

Next comes the design of an appropriate display to support their strategy. The staffing and materials required are also considered, including the sponsor for the prize. Most even train their staff to ensure everyone understands what’s expected and how it will be achieved. Hours, procedures, dress standards, security and any special instructions receive extra attention.

And then, the master stroke.

Pre Mail Attendees

Successful exhibitors don’t intend to show up and compete with you for the attention of trade show visitors. Instead, they pre mail the attendees. They know who they want to meet and what it will take to attract them. Each one gets an invitation to visit their display. The mailing includes the basic details of where and when, plus a powerful why.The computer industry knows how to use this one effectively. The pre release of a new product at a trade show always attracts keen attention.

Could you offer a special ‘show price’ or some other incentive to buy from the stand?What about an expert who is available during certain times to handle questions or assist with strategic planning?

And successful exhibitors don’t forget their existing clients either. Their envelope includes an added bonus, such as a redeemable coupon, to show their appreciation. They also ask whether they’d like to make a special individual appointment at the show, or perhaps attend a group function.

By organising clients’ appointments prior to the show, they demonstrate great respect for the value of their time. This in turn shows an appreciation for their special relationship and the business that results.

Of course, it also increases the time available during the show to talk to the prospects who still need to be sold.

The Results

When the trade show gets underway, the results of all this preparation become immediately evident. As the attendees and customers who have been pre mailed start arriving, other exhibitors do all they can to catch their attention. But their efforts are in vain. The attendees already have a personally delivered ticket or invitation, and coupon tucked in their kit. They know exactly where they’re going and many even have an appointment in their diary.

As their smiling face reveals, their attention has already been captured.

Some time ago I brought flowers home to my wife. No reason, I just felt like it. Pretty brave you might say? Maybe.

Veronica had the same three choices any woman has in that situation. She could have given me an accusing look and said, "What have you done?" Or she could have given me a curious look and said, "What do you think you are going to do?" But she didn’t. What she did do was give me a big smile, a great kiss and then she said, "I love you."

When I asked her later if she had thought that I might have been up to something, she said "Of course." But she said she would have found out soon enough. So, "Why Spoil the moment." I reckon she’s a genius.

Well, you tell me. Of the three choices, which one do you think gets more flowers? Criticism, doubt or loving support. Veronica still gets flowers and she still reinforces the good behaviour.

Will It Work?

So do we expect to see this as the norm in the workplace? Shouldn’t everyone by now understand and use the common sense approach that says you can catch more flies with honey than vinegar?

My experience says not. More businesses seem to be based on the "Everything is OK unless you hear otherwise" approach, which leaves staff working on the "Keep your head down," principle. For them, feedback is to be avoided. Of course, what choice do they have, when all news is bad news, and no news is the only good news.

If this style ever worked, it must have been in a business that could count on doing things the same way, day in and day out for years.

What about Change?

But today our biggest competitive advantage in business is the ability of our people to learn, adapt and change. Where we focus on the benefits to our customers and not ourselves.

So where can someone get the confidence to grow, change, and try something new if they are never told they are doing well. The basis of a "comfort zone" is simply doing what we know and avoiding the discomfort inherent in change.

And change depends on people giving up the security of feeling competent in what they have been doing for the insecurity of doing it differently. Literally giving up the confidence of knowing exactly how to do something in exchange for trying to get a better result.

A Mary Kay Ash quote asks us, "What do people want more than sex and money?" I half joke, what’s left? But the punch line reminds us all of what we really do know. "Praise and Recognition."

The Mary Kay cosmetics business would not be recognisable without its praise and recognition. But the sad fact is that many people still go through their lives without the praise and recognition they are due. Sadder still when you realise how simple it would be to recognise their achievements. It doesn’t have to cost anything to recognise someone’s achievements. But it costs us all dearly when it doesn’t happen. We lose what our people could have done. What we could have become.

Setting Standards

The price of using praise includes setting standards for people at every stage of their career. You don’t have to be the best on the team to be doing well. Anyone who is getting better deserves recognition and encouragement. We can become like our athletes, and stretch each day for our individual "Personal Bests." You need the courage to measure everyone and praise the improvers. The expression "Catch them doing something right," doesn’t mean it has to be perfect. Just better.

Can We Afford It?

Mary Kay is known in the United States for passing out pink Cadillacs. Only she really doesn’t give them away. You get one when you have earned it. And every time someone earns one, there is someone else who can now see themselves getting one too. Even better, they expect to have to work for it.

So at a time when so many people are in the habit of doing just enough to get by, you have the opportunity of using praise and recognition to build a team who expects to get better. And expects to work at it.

How did you feel the last time you were praised? You can’t buy that feeling, but you can use it. Can you afford not to?

“Sacred cows make the best hamburger…”
Mark Twain

A few weeks ago I called about a dozen sales leaders and asked, "What is the biggest challenge facing your team today". All but two said competition. Too many people in the market and they are all offering low prices. The other two both said it was time management. Which approach is more likely to improve their business result? Many of the sales people I work with say they wish for lower prices and better products or services. If only the technical people would get going and give them that "new and improved" product with a real advantage. Or maybe it is time to move their production offshore so they can reduce costs and offer their clients a cheaper price.

Do your sales people sometimes wish for these things? Do you?

Normal People

We sometimes wish for the simple answers. The magic bullets that will turn our results around overnight. Who among us hasn’t wished for the big lotto win that will make our problems go away. But when we are asked, most of us understand that these big wins don’t always lead to happiness. Or in the long run, any change for the better at all.

So is a superior product or lower price the guarantee to success in today’s market? I don’t think so.

We can all list the superior products that failed to secure their place in the market. Which video system was technically superior, VHS or Beta? Know anyone with a Beta? Which computer was simple to learn, easier to use and more reliable, the IBM PC or the Apple Mac?

Now it takes a very loyal user to buy Apple, knowing that you won’t be compatible with most of your clients.

"Build a better mousetrap and the world will beat a path to your door". Remember that one?

Back in the 80′s, I even saw that better mousetrap. I was in the packaging business and a bright fellow worked out a way to use a piece of cardboard and a rubber band to make a neat, clean, disposable, and cheap mousetrap. He was going to buy millions of them. But we never saw the second order.

Every year thousands of new products are introduced. All with supposed advantages that will make them sure successes. And most fail. While thousands of companies making me-too products, with no apparent advantages over their competitors, still make a good living.

Wishes

So when I hear someone else wishing for these magic bullets again, I remember an old quotation that reminds me what to do.

Drawing on my fine command of language, I said nothing.

I just let them daydream for a while about how wonderful it would be if this, or that. We all enjoy dreaming sometimes. And it is still educational to listen. If you are feeling brave and have the time, it is useful to ask about their problems.

Specifically, what is holding you back?

Sometimes I lie awake at night, and I ask, "Where have I gone wrong?" Then a voice says to me, "This is going to take more than one night."
Charlie Brown

What to Do

But after listening to their tough problems in the marketplace I ask, "What are you going to do?" If there is a shortage of ideas, this question can be rephrased as "What would the best salesperson in the world do in this situation?"

Most of us have some tasks that we do really well. We enjoy doing them. And we will gladly make time to do them. But when there are other important jobs that we don’t enjoy, sometimes we complain we don’t have the time.

When was the last time you said, "I just don’t have the time"?

Was it about time? Or just an excuse to avoid doing something you don’t enjoy. If you spend enough time thinking about something you don’t like, you can create a real problem for yourself

If you have to eat a frog, you shouldn’t look at it too long. If there are several, eat the biggest first.

It is not an accident that many salespeople do their prospecting first thing in the morning. Done regularly it just becomes part of the routine. And when you convert something you don’t enjoy into a routine, you avoid the worst part, thinking about it.

So which would produce the better result’? Improving the product or organizing your efforts?

"Winners have simply formed the habit of doing things losers don’t like to do. "
Albert Gray