Paul Glynn

One of the main features of the Sandler methodology is the use of Up Front Contracts, mutually agreed verbal contracts that inexorably lead the conversation where it needs to go. However well this is delivered, typically it still comes across one-sided. So how can you make sure your Up Front Contract is the best it can be?

Regardless of what selling system you use (SPIN, MEDDPIC, Challenger, Sandler etc.) they all rely on one vital ingredient. Asking tough questions. Not just any question, tough and challenging questions. But why and how should you ask?

Giving great customer service is essential for you and your business. But how can you and your team use Sandler techniques to get better at it? 

All sales leaders have faced this one. What do you do if your reasonably producing salesperson suddenly stops performing well? Do you hope they'll sort themselves out? Do you fire them? Or how  can you help them back to good sales figures? 

I often get told that the commercial team are already doing something similar to the Sandler process. I'm not sure that's the reality.

Perhaps the most famous thing about Sandler (apart from a now-retired Submarine) is Pain. But what is it? How does it differ from "Pain Points"?

Sandler is well known across the world for its training of revenue-generating staff. That’s everyone from prospecting cold-callers through pre-sales, sales, internal sales and on to customer service. But what about the marketing department. What does Sandler offer them? Marketing should be seen as part of the revenue-generation story.  So, what do we do to directly help marketing?

What is the number one priority for Marketing Directors? Apart from the normal concerns of running an efficient department, the top thing has got to be measurable, identifiable impact on revenue. Without that there is no point in marketing at all. If clients buy without any marketing, then there is no reason for their existence. If clients buy less because of the poor image produced by bad marketing, that’s worse. Good marketing means healthier revenue. In fact, a lot of products are sold without a salesperson in sight. 

That means marketing takes on the role of the salesperson. What lessons can marketing learn from what we teach salespeople?

Another major issue for Marketing departments is the traditional war of attrition between Marketing and Sales. If one were to be cynical one might suggest that this comes down to the facts that marketing don’t have any idea what the salespeople need and the salespeople don’t have any interest in anything but sales. This is a ridiculous and yet all too common situation. Just think of all the efforts and resources wasted. If marketing is dedicated to producing leads to be closed by the sales department and yet they produce leads that cannot be closed or they produce good leads and the sales department ignore those and find their own instead, then how much business is being missed? 

What impact could be made if the two departments, Marketing and Sales, were properly integrated? What can Sandler teach both departments about being integrated?

Looking into the marketing function itself, one of the top considerations is how to differentiate the brand beyond features and benefits. In a highly competitive market, why should a customer choose one brand over another? Is it only going to be price? That can’t be healthy for the organisation, the market nor ultimately, the customer. A race to the bottom must mean poor quality, less choice and poor support.

What can Sandler offer when it comes to differentiation?

Does promoting a landline number make a statement about your business?

Asking for referrals. Why is it so hard? Is this the lightbulb moment?

When you go abseiling you make sure you have the right preparation; you know what you are going to do,  you have the right equipment and you've had the right training. But what about when you go into a meeting to sell your products and services?