Better Cold-Calling Skills

Live Coaching Session: Better Cold-Calling Skills (Keith Rosen, author of The Complete Idiot's Guide to Cold Calling and Time Management for Sales Professionals, conducts a one-on-one coaching session with Alison Roberts, who sells radio advertising for a country western station.)

Chris Bjorklund: You're listening to the AllBusiness podcast. I'm Chris Bjorklund. If you're getting this through iTunes and RSS feed or an on-line streaming media player, you have the opportunity to hear a more valuable advice from top business experts right here on AllBusiness.com. We'll be right back after this brief message from our sponsor, Comcast.

Chris Bjorklund: An effective prospecting system is an absolute necessity in order for today's top sales professionals to bring in more sales and maintain their competitive edge which is what you're going to learn from one of today's leading experts. Keith Rosen is the president of Profit Builders and an executive sales coach. He's also an expert sales advisor here on AllBusiness.com. His books are the "Complete Idiot's Guide to Cold-Calling and Time Management for Sales Professionals". So Keith, why is it important for sales people to get some coaching and cold-calling?

Keith Rosen: There are several reasons, Chris. What I find is that, first and foremost, the definition of insanity, which is doing the same thing over and over again and expecting a different result. And then you have that definition of utility, which I add, which is knowing the definition of insanity and still not doing anything about it. If you're struggling with cold-calling or any aspect of your sales process how are you going to achieve the results you want. You have to tap into some new approach, new wisdom, new insight, new strategy, or new way of thinking. Well, if you only stay within the confines of what you know, I have a thing. You cannot grow with what you already know. Because all you wind up doing is recycling the same information over and over again hoping for a different outcome. So when you have someone on your corner, just think sports. If the coach is on the sideline, they're looking at what the professional athletes are doing. And while those athletes are in the middle of the game, they cannot see the panoramic view of what's going on. The coach sees the things the players can't. That's in the players' blind spot, because when you're playing the game or when something is always going on, you become blind to it. Just like breathing, you don't think about breathing, you just do it naturally. So the real issues that we have we often can't even see because they're outside of our line of vision. So what the coach does, you know, looking at from the perspective of the sideline, if he/she can peer in, seeing what you're doing, just like we can do with what I do with my clients. And from there we can add another truth, or add an insight that they have seen on their own. The other thing is, is that, when I coach clients, it's not only about focusing on what they do but it's also how they think because they're too easy to generate break the results. You're changing what you're doing and you're also changing how you think. When it comes to the tactical approach, it is often that dialogue, or the language they're using, which is getting them in trouble. So, they can go out and make 50 cold-calls not get a result. By changing the dialogue, the nuances of the language they're using, it will achieve a new outcome. And that's why it's so important for sales people to realize that the real product they have is not what they're selling, it's their voice, it's their language, it's their dialogue they're using, because until the customer or the prospect has utilized your services first hand, that's all they have to go by. Finally, the advantage of working with a coach is it builds an accountability and forward momentum that many sales people struggle with. Especially if you're an independent sales person, who is there to hold you accountable? Who is there to make sure you're engaging the activities that are going to move you closer to your goals? And while we might have our supervisors or bosses, quite often that's not always the safest place for us to go to share our challenges and concerns. Well, as a coach, I'm there to support my clients unconditionally. So I get to see things through a different view which is much more panoramic and less myopic than, say, a manager who's doing the same thing over and over again in that specific business day in and day out.

Bjorklund: When we put out an invitation on AllBusiness.com for an exclusive one-on-one sales coaching opportunity to improve your cold-calling skills, Allison Roberts is one of the first to respond. Allison works for a country western radio station in Spokane, Washington. She's been in sales for about 7 years and said she still needs some help improving her techniques. Allison, you've never talked to Keith before. Keith, you take it from here.

Rosen: Thanks Chris. Hi Allison! Thanks for joining us today.

Roberts: Thanks for letting me join you. Appreciate the opportunity.

Rosen: Well, we're going to cover some solid ground for you that will ultimately move you to bringing in some more sales. Speaking of more sales, what seems to be the big challenge for you that's getting in your way of achieving bigger goals?

Roberts: Well, always, it seems choosing the words that make people listen and respond with "I'm interested. Let me hear more".

Rosen: So, if I'm hearing you right, you have your list of people to call on, you have your prospects?

Roberts: Yes, I do.

Rosen: You pick up the phone. You deliver that opening statement and is that the part we're looking to increase its impact?

Roberts: I think every step along the prospecting call ladder would increase. But certainly that introduction, giving them that positive attitude each call, and then asking the questions that get them to be, so I can figure out how to say, what I do, get them interested, and get them to meet with me.

Rosen: Perfect. So, if we're to break that down in order of importance for you. Where do you feel you might be losing them? At what step?

Roberts: Quite frankly, frequently, right off the bat, right out of the gate, because it's advertising and it's radio advertising so it's an intangible and I think business order in our city has 85% of our businesses are small businesses that your employees are less and they get so many calls for either advertising or marketing or whatever type of sales calls, that they automatically turn you off. They hear the word either sales or marketing or advertising or promotions and right away they either they're not interested or they spent their money or "Call me back" or a lot of different objections.

Rosen: OK. Appreciate you sharing that with me, Allison. So, let me ask you this. Listening to what you just shared. What do you see needs to change?

Roberts: Me! I have a great product. What I do is help bring a business more business. So my goal is to increase profits for the businesses that I do, that I work for.

Rosen: OK.

Roberts: And so, I believe in what I have to offer and it's transferring that knowledge to the customer, and letting them see that I'm not going to cramp something down their throat. I want them to buy. I don't want to sell them something but I want to have that opportunity to share the value of my product.

Rosen: OK. So while I'm hearing that you have that conviction and belief in your product about transferring that in the minds and hearts of your prospect.

Roberts: Exactly.

Rosen: So, let's start off here. Can you share with me how you actually open up a cold call?

Roberts: Well, I typically introduce myself. I say that I'm here to help your business get more business and that our radio stations talk to 220,000 people each week, and I can bring those people in to your business to be your customers. And my goal is to increase top of mind awareness for your business. And top of mind awareness equals more customers. So typically I open with, "I'm in Advertising and Promotions and my goal is to get your business more business."

Rosen: Got it. Thank you. And then what do you hear from there?

Roberts: A variety of objections. There are several standard lines. "I don't like radio." "My marketing budget is spent." "I only use newspaper." "I'm working with someone else." Those would probably be the top.

Rosen: OK, thanks. I'm curious about something. You said earlier that what you sell is an intangible.

Roberts: Well, you can see as that. I mean, I sell, but I try to bring it down, try to sell leads. I sell return on investment. I sell customers.

Rosen: OK.

Roberts: So I feel those are very tangible but I think some people, I don't think this is just my challenge but in radio, people can see newspaper and television is very visual. So you have to bring it to--you have to educate the customer that I'm not selling you air.

Rosen: Agreed.

Roberts: I'm selling you return on investment.

Rosen: OK. So the point is though what you're really selling is not an intangible. It's about taking the intangible and making it something that's not now intangible.

Roberts: That's correct.

Rosen: So, interesting word, at the same breath, I also heard you say, "Well, Keith, I open up by telling them I'm in Advertising and Promotion." Yet, I also heard you say that that is exactly what's causing that other person to put up their wall.

Roberts: Right.

Rosen: They've heard that, how many times that day?

Roberts: A billion.

Rosen: And is that really something that's unique?

Roberts: You know, when you say it that way... No, it isn't. It doesn't sound particularly unique.

Rosen: OK. So would you agree, Allison, that for you to get the better results you're looking for it's going to require, you know looking at, picking up that hood looking at your engine, looking at your opening statement and really refining it so you actually do have a unique message.

Roberts: Yes.

Rosen: So, here's my question to you. You're on the right track because I heard you use words like "ROI", "increase awareness", "help them get more business", and that's all true except here's the thing, how many times have they heard that? While it might be true and it's still focusing on end result, you need to make it more unique. And this is where the creativity of the sales person comes into play. So, what we're really talking about here is crafting some new compelling reasons for you.

Roberts: OK.

Rosen: And my question for you then is if you have a client and you could think of the most successful ones you have. What is the end result of the benefit that your customers report experiencing from using your services?

Roberts: An increase in their business.

Rosen: Increase in business. Thank you very much. And if we were even to peel that back even more, can you show us their percentage?

Roberts: I had one gentleman recently report 200% increase in his sales.

Rosen: 200% increase in sales as a result of the advertising campaign with you.

Roberts: And he's been only on the air since March. And it's a car rental lot.

Rosen: I'm curious. I just don't remember hearing that in your opening statement.

Roberts: Right.

Rosen: Any reasons why?

Roberts: Quantify. So you're saying quantify and give examples?

Rosen: Exactly. So you have, what you have just shared with me is one example of a very, very powerful, compelling statement. That compelling reason actually covers 2 points when I coach sales people on designing their compelling reasons. The first thing that it achieves is that you have a very clear measurable, 200%. The second thing that it achieves is that its' a testimonial from another client who experienced these results first hand. So, what that would sound like is, "Hi Allison, Keith here from ABC Radio. Reason for my call is this: we just helped ABC Company right next door to you increase their sales, now get this, 200%. And they've only been on the air since March. The funny thing is they didn't even think it could be done. Now, I'm not saying that you'd be able to achieve these results as well, but if you could achieve these results, wouldn't it be worth exploring it in more detail?"

Roberts: You know I like the way you ask a question. Wouldn't it be worth taking a look at? Wouldn't you like to see if you can do this too? And think that's something I certainly need to be getting to add to my arsenal, is asking more questions, more and better questions.

Rosen: There's several different questions, Allison, that you're going to ask. Most of the time when I hear sales people pitch me or even being the recipient of a cold call, it's basically the other person on the end and they're just regurgitating what they're reading. And if you notice they've never done something which sounds fairly unique and is highly effective. That is get permission from me to have that conversation with them. And if you notice what I did was, in essence, I asked permission by just saying, "If we can even achieve these results for you, would it be worth exploring or discussing this in more detail."

Roberts: I'm writing this down.

Rosen: Take your time. I can also send this to you as well.

Roberts: OK.

Rosen: So, and if you missed anything, I will send it to you. Really, what we're driving at here is just getting permission. There's several different ways to do it. You can also say, "Now, Mr. Penn..." Don't worry about writing this down, Allison, I just want you to listen to it. I promise you I'll email it to you at the end of our time.

Roberts: OK.

Rosen: Another way of asking permission is real simple. "Now, Allison depending on what you're currently doing, I don't know if you even have an interest in our products or services. But I was hoping with your permission, I can ask you just a few questions to see if there's anything we're doing that you could benefit from. Would you be open spending just a couple of minutes with me if I promise to stick to my time table."

Roberts: And the way you said that, if I could almost script it, it sounds natural. That's the kind of delivery that, those are the kind of words that I need. And I think I've heard, like you have, so many people, "Hi. I'm so and so, from such and such, who handles your advertising and promotions." And I like the way you phrase that, and I would love your permission to copy that.

Rosen: You have my absolute permission and I hope it brings you tons more sales. And like I said, I'm going to email you that verbatim so you have it to use everyday starting today.

Roberts: Great.

Rosen: So, once again, that's part of that permission base. If you notice what you're doing here and to just go back to your opening statement, you have now clearly, head above heels, separated yourself from every other sales person calling on that prospect. You're giving them a measurable compelling reason to listen to you. Not only that, but it's also a measurable reason that one of your other customers have experienced. Then you go ahead and open the opportunity by asking him a question, which will then lead you to the next set of questions which is your qualification process.

Roberts: Alright.

Rosen: And those are the questions you're going to ask to determine if they're truly a fit that's worth your time exploring in more detail. And notice I said your time.

Roberts. Yeah, and I try to do some pre-qualifying as far as have I seen or heard these people either in print or some other form of advertising to figure out do they have any sort of budget. You know, go online and check out their business and see if there are any trade journals or local business, journals, commerce, things like that. I do a little pre-qualifying but certainly some questions would help me to further qualify them.

Rosen: And I'm just curious. How much of that pre-qualifying actually helps you secure an appointment?

Roberts: Well, it sort of depends. It depends on the person. And it depends on the information. If you've been able to generate any sort of relationships from my research. For instance, finding somebody that works there, somebody that knows somebody that works there, or some connection in that fashion, or that seems to be helpful, or flattery like "I saw your ad", "Wow! Beautiful artwork.", or "Wow! It really catches your eye." That sometimes work on some people. It just depends. You know, again, if you strike--if you get into a prospect early before everybody else had a chance, then it increases your chance. So I do read our local paper, I go online, and I read blogs, and I subscribe to the Journal of Commerce. So I think being first often affords you more opportunity.

Rosen: I would agree with that and also if you look at what we've done today, if you compound the pre-call planning you're doing with now a very clear and tactical, compelling reason which will automatically position you as unique, what you're going to find is that you're no longer going to be losing your prospects in your opening statement anymore. You're going to be able to get through to that next step of asking permission to continue that dialogue.

Roberts: That's what I need. I need to get to that next level.

Rosen: So, is there anything else around this that I can support you on today?

Roberts: Well, you know I noticed in your prospecting tune-up or checklist that you talk about a value statement or selling proposition. Is that what you would consider your results, sort of where you introduced yourself and using the results of another client?

Rosen: There are two things you may have seen. The one thing that we've touched on is that value proposition I call the compelling reason. The other part that you may have seen in the prospecting checklist is what I call your MVP, which is your Most Valuable Proposition. And that is something else that you would use that you can make a claim of which clearly separate you from the pack.

Roberts: For instance?

Rosen: Well, think about Domino's Pizza. What do you think about their MVP was?

Roberts: They deliver?

Rosen: 30 minutes or less, right?

Roberts: Right.

Rosen: I'm sure there were pizza chains before that were delivering pizzas in 30 minutes or less before Domino's came to the scene. However, what they did was they took something they were doing, they exploited it, and wrapped the guarantee around it. That's what I call an MVP, your Most Valuable Proposition. And your MVP can consist of several different things. It can consist of a unique service offering, a unique guarantee, a unique feature or service, as well as a unique customer base. To give you another example, there's another company out there, a manufacturer of vinyl replacement windows. And when you look at their brochure, you would see the crown of the Statue of Liberty. And the reason why that's on the cover of their brochure is because they were the ones that were commissioned to replace all the windows in the crown of the Statue of Liberty. Who else can claim that? Nobody!

Roberts: Right.

Rosen: That was their MVP, their Most Valuable Proposition. So that's something that with a little research and a little diligence on your end, looking at your core frames, looking at your client base, even looking at some of the results that some of your clients have experienced, you might be able to pull one out of it. It does take a little more time and a lot more creativity to do so.

Roberts: OK. And then, I noticed that you talked about objections and having them all the time, but it says here most of the time the rebuttal should be a question not a statement.

Rosen: Yes.

Roberts: So, give me an example, say, the objection is "My budget is already spent."

Rosen: OK. Perfect. Actually, I have a wonderful process that you can use to handle all those questions, or excuse me, all those objections.

Roberts: OK.

Rosen: And it's one word. Ready for it?

Roberts: Yup.

Rosen: IF.

Roberts: If? OK.

Rosen: So here's what I'm suggesting. Rather than responding to that question with a statement, well let's find budget, oh it might be affordable, how do you know you don't have a budget, I didn't give you a price yet. All that does is put you in an adversarial position with a prospect. So what we're going to do is we're not going to respond with a statement, we're going to respond with a question. And here's what that sounds like. If you can take that objection, what was that objection again that you gave me? Give me that perfect objection.

Roberts: We don't have any money.

Rosen: You don't have any money. Ah OK, Allison, so if you did have the money available, would you be open to exploring what we can offer you in more detail? So notice what I just did. All I did was I reversed and took away the objection to determine if not having a budget is the only thing that's truly getting in the way.

Roberts: Right.

Rosen: See now that I have hypothetically removed this objection, their response should be a "Yes" which would then give me permission to allow me to continue the conversation, focus on a solution such as uncovering a measurable budget, maybe a time they would have a budget, rather than dwelling on the objection or the problem.

Roberts: Right. I get it.

Rosen: Once again, keep in mind though that if they do respond with a "No", there's still something else going on, which means you haven't uncovered the core objection or another objection or roadblock that they haven't shared with you yet. So then you'll just need to keep digging and exploring deeper in what's truly getting in their way of discussing your offer in more detail.

Roberts: And do you just ask what's standing in the way of us going forward or doing business?

Rosen: It depends on what stage you are in the conversation. So, if they already hit you with that objection, responding with an "if" question, once again, hypothetically removes it to make sure you truly smoked that out. Once you've isolated that core objection down, you could then open up that conversation by asking things like, "Well, OK. I can appreciate you not having the budget. When might your budget be available? Or, if you don't have a budget in your company, who might have a budget available?"

Roberts: OK.

Rosen: "Or, I'm curious, Mr. and Mrs. Prospect, how much did you anticipate our service offering that would make you feel you already don't have the money for it?"

Roberts: Yeah, that's a question I want to ask a lot. But you asked it very politely.

Bjorklund: Allison, it sounds like that you're getting a lot out of this.

Roberts: Yeah, this is great.

Rosen: Well, Allison, I'm so happy to hear you are getting some value from our time today. Unfortunately, we're going to have to start wrapping up now.

Roberts: OK.

Rosen: So, I'd like to ask of you is, what are some of the magic takeaways that your walking away with that, you're excited about using tomorrow when you start prospecting?

Roberts: A couple of questions that I can ask people. Getting permission, if we could achieve results like I have with other businesses, could we set out a time to talk if I stay within my 15 minutes? I like that idea. You're asking permission. "Can we please set up a time?" which sounds a little stale, or "When can we meet?". Sort of getting permission, giving your reason and your result, giving them a reason to meet with you and asking if we could meet. I like that a lot as opposed to sort of hoisting yourself on a prospect. And then, this way to handle objection. I've heard this once before and I think it's going to be a pretty powerful tool, taking the objection away right from the get go. "If you had a budget or if were going to be marketing your business in the next few months, could we sit down and talk about that for a few minutes?" So, I'm going to work on those questions and craft a few of those in advance. So, I sort of thought a little bit of a script, working off the tough but having some idea of some of the questions that I can ask a prospect to get them to, kind of, open up and get an opportunity to meet with them. Those are the two things there.

Rosen: Thank you, Allison.

Roberts: Well, thank you so much. Your blog and your website are awesome. I love AllBusiness. I've forwarded it to a lot of my colleagues. I look at it everyday. I think it's extremely valuable. I love the stuff that's on there. So I really appreciate you on giving me this chance to talk with you today.

Bjorklund: Go get 'em, Allison.

Roberts: Thanks Chris. Thanks so much. You guys do a great job.

Rosen: Thank you, Allison. It's been my pleasure and look forward to hearing about some of the success you've experienced as a result.

Roberts: Yeah, I've got a little bit of a list here today. So I'll start right away and I'll let you know how it goes.

Rosen: And I'll leave you with one final tip. Remember, when it comes to asking for that appointment, don't ask until you have a reason. That's why you were getting resistance. If you didn't overvalue or a reason for them to exploit what you have, they're always going to say "No" first. Other than that, have a fabulous day and looking forward to hearing about your successes.

Roberts: Thanks, Keith. Thanks so much for your time. And Chris, thank you for all your efforts too. I appreciate it.

Rosen: Our pleasure.

Bjorklund. You can learn more about "Cold-Calling" and "Prospecting" from Keith Rosen by going to his website at ProfitBuilders.com and by reading his blog and checking out his videocasts on AllBusiness.com. If you have feedback for us or would like to suggest a guest, send your emails to Podcasts@AllBusiness.com. I'm Chris Bjorklund and thanks for listening.