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The Daly News April 2006 Issue 8

Apr 1, 2006


speak regularly about the need for all salespeople to ask for testimonials. Occasionally we are blessed with the unsolicited “attaboy”, like the following regarding THE DALY NEWS:

As you can imagine, I get a host of newsletters each day/week/month. Most tend to be extremely bland with no real personality associated with them (almost as though they were written by a congressional subcommittee). From time to time I get a nugget of information from them but for the most part I don’t look forward to reading them. Your newsletter, on the other hand, is packed with a lot of information that I can bring to work with me every day.”

Thank you Jim Kalb from Triad Partners. For those of you relatively new to our newsletter following, I recommend visiting our website at www.jackdaly.net and check out some of our back issues. As well, how about forwarding a copy of this newsletter on to an associate, client or friend, thereby helping them as well as further demonstrating the power of the “testimonial”!

  • #1 We’ve heard before that “time is money” which underscores the importance of managing our time better. When speaking to groups I often ask “What is the most productive day of the year?”. The answer is “The day before vacation”. That’s the day we come in with our “to-do” list and knock things off better than any other day. So, taking that concept from one of our Sales Workshops, one manager related how each person on his staff now has a tent card on their desk, with the message “Today is the day before Vacation“, reminding all to get the most from each day.
  • #2 Recognition is something we can never get enough of. Here’s an idea shared at a CEO meeting I recently addressed. One of the CEO’s offered this powerful gesture, he sends a personal handwritten letter to the parents of his direct reports when something of note takes place. He underscores what a great job they did in preparing their child for the adult world and thanks them for helping to provide him with such a powerful member of his leadership team. Imagine the good feelings engendered to the parents, and the good will established between the CEO and his team!
  • #3 So, how many of you have an IPOD? And, what version do you have? Steve Jobs may do this better than anyone-planned obsolescence. I have one of the original IPODs and feel like I’m walking about with a dinosaur. Since then we’ve had the mini, the nano, the video, expanded storage, etc. Rather than wait for the competition to raise the ante, Jobs does it within the Apple organization, with teams designated to out do the latest release. We can all learn from this visionary.
  • TAKING ACTION– Bernadette Nolen, Operations Manager at Lou Giroud Tree Service, shared with us recently the number of things implemented in her Company since our Sales and Management Workshops. All too often we attend seminars and fall prey to the urgencies of the “next day” and never get around to taking action. Clearly, Giroud Tree Service is making things happen!
  • Changed the phone greeting to great reviews, noticed by many of the callers.
  • Implemented a “party for new hires”. Viewed a little corny at first, it’s amazing how well it’s received now. Opportunity for new people to meet everyone, review bio of why person was hired, and opportunity for new hire to be warmly received by the team are just a few of the benefits cited.
  • Newsletter launched in the company, with lots of photos sprinkled throughout. Culture noticed as significantly enhanced, making employees feel a part of something, and feedback its “like a family”.
  • Last year was the best year for attracting and retaining key employees in at least the past 4 years, attributed to the enhancement of the employee referral bonus by a magnitude of double to quadruple bonuses, depending on the number of referral hires.
  • Written minimum standards of performance have been implemented throughout the sales department, with a resultant increase in accountability and expectations.
  • Data Rules! Increased levels of measurement, tracking and one-on-one communications on a scheduled and regular basis are now the norm. The enhanced focus is translating into increased performances.
  • The touch system has been expanded from 4 times per year to 10 times, and each sales person has a 2 per month coffee/lunch requirement per month with referrals sources, all of which has resulted into increased business development.
  • The list actually went on from here, but overall Bernadette reports that the difference that’s being seen through the organization is significant and high impact. It all comes down to “TAKING ACTION.”

Washington D.C.

Sales Management and Sales Summit
November 2 & 3, 2006

We just wrapped up our first Sales Management and Sales Summit in Newport Beach, CA . What a GREAT experience. We had a sell out crowd and garnered terrific reviews from our participants. Throughout the registration process, we had many requests from the East Coast for a Summit on their coast. Well, we have heard you loud and clear and are happy to announce that Jack will offer a second Summit November 2 & 3 in the Washington D.C. area. Please call Jennifer at 888-298-6868 for more information. Seats will sell out fast. We are looking forward to seeing you in D.C..


It seems I never run short of people looking to hire a “superstar”. I just finished reading “YOU’RE NOT THE PERSON I HIRED” by Boydell, Deutsch and Remillard, and I would highly recommend your reading it before your next search for the superstar. As an inducement, I thought I’d lift a few key points as both take-away info and a tease.

-”If you spend a lot of time figuring out who you’re going to hire, you’ll have to spend far less time figuring out who to fire.” Michael J. Lotito

-The harsh reality is, when you define a job in mediocre terms, you tend to attract and interview mediocre people.

-A new hire must be able to feel comfortable in your organization’s unique stew of politics, patterns and pacing. If new employees cannot adapt, they will not be able to succeed-no matter how strong their prior accomplishments are. In other words, whatever your organizational culture is, people who join the company will need to adapt to it.

 Jack’s 2006

 Smart Selling
Workshop Schedule 

Apr 24 – Long Island, NY

Jun 09 – Minneapolis, MN
Jun 13- Milwaukee, WI

Jun 15 – Orange County, CA
Oct 10 – Atlanta, GA
Oct 26 – Montreal, QB
Oct 27 – Lancaster, PA
Dec 12- Toronto, ON

Register Today! Don’t Miss The Chance to Spend the Day With Jack. Call Jennifer at 888-298-6868 or visit us on the web at www.jackdaly.net

Jack Daly
Three Part Sales Academy

Build Your Way to a Successful 2006

Jack Daly will conduct Three sessions, each consisting of three, 2 hour sales workshops and one, 2 hour management workshop in Dallas, Texas. This 3 part academy is designed to teach you what you need to know to get to the top of your game and provide accountability to ensure that things are getting done! Each session will build on the last and together they will build your personal success guide. Multiple workshop time options give employers the opportunity to send all of their staff in one day. Here is the chance to grow you sales teams with this one of a kind event.

  • SESSION 1- Wednesday, October 11, 2006
    9am-11am- Sales Management

    Noon-2pm- Sales
    3pm-5pm- Sales
    6pm-8pm- Sales
  • SESSION 2- Wednesday, November 8, 2006-New Date
    9am-11am- Sales Management
    Noon-2pm- Sales
    3pm-5pm- Sales
    6pm-8pm- Sales
  • SESSION 3, Wednesday, December6, 2006-New Date
    9am-11am- Sales Management
    Noon-2pm- Sales
    3pm-5pm- Sales
    6pm-8pm- Sales



Action Agenda:

1.Make sure each of your sales calls has a purpose.
Many of your clients have various sorts of barricades to help them regulate sales reps and other callers.
Every call must have a purpose other than idle conversation. If there is not an immediately obvious one, it is up to you to create one.

A reason can be a product or price change, or news from the local scene. You can always bring something to give your call a purpose. It is up to you to find it.

2.Start analyzing your calls.
The best time to do so is immediately after leaving the prospect’s office. Ask yourself the following: “Did I make a professional impression? Did I talk too much? Did I uncover needs? Was my interview or presentation tailored to those needs? Did I address objections properly?”

Jot down several things you did right, then jot down several things you did wrong. Also, make certain you understand the next step with the client, and write that down as well.

3.Start analyzing your client’s performance.
You cannot afford to spend your valuable time with customers who do not produce for you. An office that used to be a big account for you may have lost a key player, surrendered market share to another firm, or had other difficulties. Be sure to recognize when this happens, and adjust accordingly.

You can afford to “carry” only a small number of low performers. Ask yourself these questions about your client base every 90 days:

“On a scale from 1 to 10, how has this client performed? Do we offer the right programs or products for them?”
“How many suppliers do they deal with”
“Do I get my fair share of their business”
“How many calls have I made on them in the last 90 days”

Value each business source and constantly upgrade the quality of your clients. Stop calling on those who don?t measure up to your standards. If you have internal sales support, turn over low-producing customers to your inside support team.

We must build clients, not hunt for transactions. Clients are those business sources which give us a significant percent, if not all, of their business. How many clients do you have? Add at least one high producer each quarter as a client.

4.Become a student of people.
Just as an artist needs to understand the full potential of his range of colors, so must a salesperson know how to deal with the differences in people.

Most salespeople realize that people are different, and must be approached in varying ways. However, many do not realize that there are clues in observable behavior that can help you anticipate how others will react to certain situations. They can be of inestimable value to a salesperson. Learn ways to easily identify some of these differences. Ask yourself early on in the interview,”What kind of person am I talking with?”

5.Get organized.
Time is a salesperson’s most valuable tool. But using it to maximum advantage is often the salesperson’s greatest challenge. Salespeople tend to be ebullient, vivacious people for whom detail is a despised form of torture. Disciplined pros make and follow a flexible work schedule to maximize their selling time.

Generally that consists of office time, planned at the beginning and end of the week, and at the beginning and end of the day, with selling time for the rest. Of course, you sometimes must be in the office to interact with your staff, but it is not the place to spend your prime time hours. Do these things as bookends to your selling day- either early or late.

Remember, no time management plan will overcome lack of motivation to succeed. Do your work with enthusiasm and passion-success is sure to follow!

6.Add the personal touch.
Use your individuality to do the little things that will make you stand out from the crowd. Writing personal notes to clients to thank them for their time, or to follow-up an appointment are examples. They need not be lengthy or complex, just sincere.

Along the same lines, leave a brief note on the back of your business card when you miss key contacts in their offices. It’s so simple, but hardly anyone does it. And it means that your card will get noticed among the many.

Ours is a people business, and creativity counts. Find ways to make your personality come through in your approach.

7.Create a notebook for presentations and objections.
A “Success Guide” will help you crystallize your thoughts before going into your presentation, and provide reminders for key points that will work with your client’s social style. An objection notebook helps you handle the hurdles every salesperson encounters along the path to getting a commitment. The amazing thing is that there really aren’t more than ten objections out there.

Write down the objections you hear the most, and answer them in your own words for future use. Also jot down a presentation idea or power phrase when one occurs to you. They provide effective refreshers, regardless of your experience level.

8.Always conduct an interview before making a presentation.
This is the most fundamental rule in selling, but it is also the most frequently broken, even by the most seasoned professionals. You have to know what your prospect’s needs are before you can do an effective job of meeting them. If it is as simple a concept as it sounds, why then do most salespeople opt to “shotgun” every feature, benefit and aspect of their product line? It is far easier to ask a few questions before you target shoot. It’s easy to do, if you listen. Don’t just “show-up and throw-up.”

Identify your client’s Highest Value Needs. After you bring some of the client’s concerns out in the open, then you can prepare a powerful and beneficial presentation.

9.Before you launch into your presentation, go over your understandings once more with the client- they may have changed.
Sales take place over time. You might find your inspired solution to a client concern isn’t relevant any more. To avoid this, simply restate your prospect’s highest value needs and ask for confirmation of them. Similarly, ask your prospect what he or she means before responding to an objection.

After making your presentation, ask for the business. Remember that we are interested in becoming a business partner, not just in getting one deal. A good way to find out how your prospect sees the relationship is by simply asking, “Considering what we have been discussing, do you see ways we could work together?”

10.Become a student of your industry.
The best way to truly understand how to get business is to know how your clients do business.

Think like your customers, and you will seldom be short of ideas on how to serve them better. If you think like them, you must know the business inside and out- in some ways even better than they know it themselves.

Of course, that kind of knowledge does not come easily. Take courses and attend. Pick a client you know well and spend the day with him or her. Find one or more successful professionals and model them to learn about your field, your role, and, ultimately, yourself. Sit at the feet of the masters.


All of these ideas should cause changes in your everyday routine. It will not do much good if you keep these ten Action Agenda items as vague goals. Give them a thorough evaluation. Implement the ones you believe can be helpful in revitalizing your career and recharging your batteries. A conscious decision to act and effect change is the most important step to take.

Everyone is looking for a better business partner. Build trust on every call and then be professionally persistent.

 If any articles in this newletter would be of interest to your co-workers, customers or clients we would appreciate having you forward it along. Thank you!

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