SETTING CLEARLY DEFINED GOALS
Whether you are making your first call to a Jantize America Area Develeloper canidate, doing follow-up work, at a seminiar, or attending a trade show, you must have clearly defined goals. Without these GOALS, you'll be like a boat without a rudder...sure, you'll chug and steam your way around, but it will be in circles, and you will never reach your destination.
Each activity must have a starting point, a mid-point, and end.
MAKING THAT FIRST CALL TO A PROSPECT
What is the real objective here?
Is it to sell a franchise? No.
Is it to find out if they want to buy ? No.
Is it to explain everything about your franchise to them? No.
Look back on all the "first" calls you've made to Jantize America prospects, and what has been the outcome that consistently leads to a sale? (Its very simple, so don't think too hard on this)
The consistent outcome of that first call that ultimately resulted in a sale was that you got to speak to that prospect a second time.
So, if that "outcome" leads to sales, why not set that as your sole (ONLY) goal for the first call.
What does it take to speak to that person again?
What's the magic ingredient?
Only one thing: ATTITUDE.
CREATING THE RIGHT ATTITUDE
The right attitude will always revolve around your knowing and believing in your heart of hearts that it is in your prospect's best interest to buy what you have to sell and that is a Jantize America Area Developer Franchise.
That "knowing and believing" (or the lack thereof) attitude can make an 85% difference in bottom line results. Do you know the concept of Jantize? Do you believe in the concept?
So if you go into that first call knowing and believing there will be a second call because the prospect needs that second call, there will be one. How do you "sell" that second phone call? You don't. Let the prospect create the need for you to call.
Creating a need
Its a waste of your Jantize America prospect's valuable time to make a lot of "smalltalk" during your initial call. (This is after you’ve qulified the procpect)
You are calling for a very specific reason-to set up that second call and here's all you know going into that first call:
(1) Neither one of you know enough about Jantize America or each other to make any decisions.
(2) They (your prospects) are in search of "something". Is it a business, a franchise, freedom, time, or family
(3) You also know and believe that Jantize America could be of great benefit to them and others they will affect.
(4) You also know by now that prospects will procrastinate over the simplest of decisions. So, ask these questions:
A) Are you looking for a business opportunity in a stable and growing industry that can provide you with long term security? (Pause)
B) Do you know enough about area developers or Jantize America master franchise business to totally eliminate it from consideration? (Pause)
3) Doesn't it make sense to invest a little time to find out so that you don't make a mistake by not considering it? (Pause)
Let me send you some info. Whats your email.
Set a time and date to call me back fo rth 2nd call or meeting.
Friday, April 1, 2011
Tuesday, March 8, 2011
FINDING THE BUYING MOTIVE
FRANCHISE SELLING TIPS: # 12
(FINDING THE BUYING MOTIVE)
The heartbeat and brainwaves of a franchise prospect during the sales cycle look like an electrocardiogram...lots of peaks, and yes, lots of valleys. A professional approach to sales will require that you play a very active role in the direct management of those peaks and valleys. Part of your P & V management will include an understanding of buying motives...or "why people buy". Prior to that discussion, though, it's important to discern when the high points and low points occur for your prospect in the cycle.
Really "High Points" occur at only a few places:
(1) When the individual first considers the purchase of a franchise;
(2) When they sign the agreement.
The balance of the time may be spent in a variety of "Low Points":
(1) When they receive and look at the "disclosure" and "franchise agreement";
(2) When they call existing franchisees and don't get the kind of validation you had hoped for;
(3) When their friends tell them they're nuts to even consider it!
You must be in "sync" with your candidate's highs and lows, acknowledge their existence, and fully understand "why people buy" to effectively manage the sales cycle.
There are only 6 reasons why people will ultimately buy anything:
1. DESIRE FOR APPROVAL: Buying and owning a franchise will create a lot of approval from "peers"- which provides the franchise owner with feelings of affection. Ask: "What would your friends/business associates think if you owned this franchise?"
2. PLEASURE: Comfort, fun, good attitude, happy. Ask: "It would be very enjoyable for you to own this franchise, wouldn't it?"
3. PRIDE: This comes from a desire to possess -which is basic greed! Ask: " Owning this franchise would be a feather in your cap, wouldn't it?"
4. PROFIT OR GAIN: Making money...a universal agenda. Ask: "Would the kind of return you anticipate from this investment help your financial picture?"
5. AVOIDANCE OF PAIN: People will go to great lengths to protect themselves from pain. Ask: "This franchise has the ability to give you what you need right now, doesn't it."
6. FEAR OF LOSS: The most important buying motive of all: Security. Ask: " How will you feel if this location is not available tomorrow?"
MANAGE THE SALES CYCLE BETTER THROUGH UNDERSTANDING "WHY" THEY BUY!
(FINDING THE BUYING MOTIVE)
The heartbeat and brainwaves of a franchise prospect during the sales cycle look like an electrocardiogram...lots of peaks, and yes, lots of valleys. A professional approach to sales will require that you play a very active role in the direct management of those peaks and valleys. Part of your P & V management will include an understanding of buying motives...or "why people buy". Prior to that discussion, though, it's important to discern when the high points and low points occur for your prospect in the cycle.
Really "High Points" occur at only a few places:
(1) When the individual first considers the purchase of a franchise;
(2) When they sign the agreement.
The balance of the time may be spent in a variety of "Low Points":
(1) When they receive and look at the "disclosure" and "franchise agreement";
(2) When they call existing franchisees and don't get the kind of validation you had hoped for;
(3) When their friends tell them they're nuts to even consider it!
You must be in "sync" with your candidate's highs and lows, acknowledge their existence, and fully understand "why people buy" to effectively manage the sales cycle.
There are only 6 reasons why people will ultimately buy anything:
1. DESIRE FOR APPROVAL: Buying and owning a franchise will create a lot of approval from "peers"- which provides the franchise owner with feelings of affection. Ask: "What would your friends/business associates think if you owned this franchise?"
2. PLEASURE: Comfort, fun, good attitude, happy. Ask: "It would be very enjoyable for you to own this franchise, wouldn't it?"
3. PRIDE: This comes from a desire to possess -which is basic greed! Ask: " Owning this franchise would be a feather in your cap, wouldn't it?"
4. PROFIT OR GAIN: Making money...a universal agenda. Ask: "Would the kind of return you anticipate from this investment help your financial picture?"
5. AVOIDANCE OF PAIN: People will go to great lengths to protect themselves from pain. Ask: "This franchise has the ability to give you what you need right now, doesn't it."
6. FEAR OF LOSS: The most important buying motive of all: Security. Ask: " How will you feel if this location is not available tomorrow?"
MANAGE THE SALES CYCLE BETTER THROUGH UNDERSTANDING "WHY" THEY BUY!
Tuesday, June 29, 2010
Jantize America is actively pursuing an Area Developer Franchisee for Nashville, TN market.
Jantize America Franchise is expanding through our Area Developer Franchise Concept. The concept is structured in a way that the Area Developer acts similarly to a Regional Franchisor of their territory.
This opportunity is ideal for those with a successful track record in sales and management. The opportunity is designed around a development model which includes the selling and development of unit franchises in a specified territory. You will operate your business during regular business hours in a professional business environment. You will be selling Jantize America unit franchises in your territory and assisting the franchisees in the development of their business.
Area Developers have multiple revenue streams:
• Sales & Marketing Fees: by securing contracts to be serviced by Unit Franchisees.
• Selling Unit Franchises: receive a portion of franchise fees.
• Shared Royalties: receive shared royalty in your area.
• Securing Contracts: for additional services serviced by preferred partners.
• Equipment and Supply Sales: to your franchisees and clients.
The Benefits of our Industry:
• Growing Industry: commercial cleaning is a rapidly growing industry and experts project it to reach $155 billion in 2015.
• Recession Resistant: commercial property owners and managers always need to keep their properties clean, so the industry is often described as "recession resistant".
• Demand for Services: the U.S.Bureau of Labor Statistics reports that a professional cleaning specialist will be the fastest growing occupation in the nextdecade.
About Jantize® America
With offices in Charlotte, Greensboro, and Raleigh, NC; Springfield, MA; Hartford; Greenville SC; ; Tampa; Detroit; and now Philadelphia, Jantize® America currently has more than 157 units and 9 Area Developers, also known as Master Franchises, operating in seven states.
For over 20 years, Jantize® America has serviced the offices, shop floors, retail spaces and restaurants of America, and offered franchisees the opportunity to achieve career fulfillment by owning and operating their own businesses. For additional information visit www.jantize.com
This opportunity is ideal for those with a successful track record in sales and management. The opportunity is designed around a development model which includes the selling and development of unit franchises in a specified territory. You will operate your business during regular business hours in a professional business environment. You will be selling Jantize America unit franchises in your territory and assisting the franchisees in the development of their business.
Area Developers have multiple revenue streams:
• Sales & Marketing Fees: by securing contracts to be serviced by Unit Franchisees.
• Selling Unit Franchises: receive a portion of franchise fees.
• Shared Royalties: receive shared royalty in your area.
• Securing Contracts: for additional services serviced by preferred partners.
• Equipment and Supply Sales: to your franchisees and clients.
The Benefits of our Industry:
• Growing Industry: commercial cleaning is a rapidly growing industry and experts project it to reach $155 billion in 2015.
• Recession Resistant: commercial property owners and managers always need to keep their properties clean, so the industry is often described as "recession resistant".
• Demand for Services: the U.S.Bureau of Labor Statistics reports that a professional cleaning specialist will be the fastest growing occupation in the nextdecade.
About Jantize® America
With offices in Charlotte, Greensboro, and Raleigh, NC; Springfield, MA; Hartford; Greenville SC; ; Tampa; Detroit; and now Philadelphia, Jantize® America currently has more than 157 units and 9 Area Developers, also known as Master Franchises, operating in seven states.
For over 20 years, Jantize® America has serviced the offices, shop floors, retail spaces and restaurants of America, and offered franchisees the opportunity to achieve career fulfillment by owning and operating their own businesses. For additional information visit www.jantize.com
Saturday, June 12, 2010
FRANCHISE SELLING TIPS: # 11 TOO MUCH OF A GOOD THING?
I accompanied by my wife, we set out recently to buy a new car to replace the one she uses. We visited a Nissan dealer for the Quest, a Chrysler dealer for a Dodge Caravan, and a Honda dealer for the Odessy.
In all dealerships we indicated we wanted a new vehicle to replace ours that has 100,000 miles on it, said we were cash buyers, and were "just looking around and gathering information". In all three instances, we left the dealerships and no one had asked for our name or phone number.
Were there so many prospects that we just "slipped through the cracks"?
Part of the dynamics of sales has to do with careful planning, managing, and decision making regarding "what to do with your leads/prospects/candidates". What we witness happening among many brokers today is paralleled by the experience detailed above. Many brokers have too many prospects, and this may be causing a serious problem.
What to do? Start out by doing a little math:
You need to figure out and know exactly how many leads per month (average) you have generated over the past 12 months. You also need to calculate how many "applications" or "requests for consideration" you have received over that same 12 month period.
Next, determine how many leads it takes to get to one application. If you are like most brokers, it is going to be somewhere between 1/40 to 1/100.
If you have a sales staff that is "flying through leads" like there is no tomorrow looking for 6" putts and lay-down sales, your company is really suffering as a result.
Here is the only way to solve the problem:
IF YOUR RATIO IS 1 "APPLICATION" FOR EVERY 50 "LEADS",
YOU NEED TO RAISE THE BAR TO THE NEXT LEVEL.
ASSIGN YOUR LEADS IN GROUPS OF ONLY 25, AND REQUIRE
AN APPLICATION OUT OF THAT GROUP BEFORE THEY
GET ANY MORE LEADS.
Here's what will happen on an immediate basis:
(1) Much more care will be taken with each individual inquiry;
(2) Your sales staff will have to learn to be more productive;
(3) Your "application" ratio will be cut in half; (
4) Your sales will accelerate. Isn't this what you really want?
In all dealerships we indicated we wanted a new vehicle to replace ours that has 100,000 miles on it, said we were cash buyers, and were "just looking around and gathering information". In all three instances, we left the dealerships and no one had asked for our name or phone number.
Were there so many prospects that we just "slipped through the cracks"?
Part of the dynamics of sales has to do with careful planning, managing, and decision making regarding "what to do with your leads/prospects/candidates". What we witness happening among many brokers today is paralleled by the experience detailed above. Many brokers have too many prospects, and this may be causing a serious problem.
What to do? Start out by doing a little math:
You need to figure out and know exactly how many leads per month (average) you have generated over the past 12 months. You also need to calculate how many "applications" or "requests for consideration" you have received over that same 12 month period.
Next, determine how many leads it takes to get to one application. If you are like most brokers, it is going to be somewhere between 1/40 to 1/100.
If you have a sales staff that is "flying through leads" like there is no tomorrow looking for 6" putts and lay-down sales, your company is really suffering as a result.
Here is the only way to solve the problem:
IF YOUR RATIO IS 1 "APPLICATION" FOR EVERY 50 "LEADS",
YOU NEED TO RAISE THE BAR TO THE NEXT LEVEL.
ASSIGN YOUR LEADS IN GROUPS OF ONLY 25, AND REQUIRE
AN APPLICATION OUT OF THAT GROUP BEFORE THEY
GET ANY MORE LEADS.
Here's what will happen on an immediate basis:
(1) Much more care will be taken with each individual inquiry;
(2) Your sales staff will have to learn to be more productive;
(3) Your "application" ratio will be cut in half; (
4) Your sales will accelerate. Isn't this what you really want?
Monday, May 17, 2010
FRANCHISE SELLING TIPS: # 10
OBJECTIONS
OBJECTIONS ARE SOMETHING PROSPECTS USE TO CONVINCE YOU TO MOVE ON TO THE NEXT PROSPECT...
Wouldn't it be nice if you could select just the candidates that you wanted to work with, and that they would all be what we call a "lay down" sale?
We've all had these...those prospects that just can't live without our franchise, and who never ask any tough questions, and who never pose an "objection". They just lay down and beg for you to "sign them up".
Unfortunately, with a lot of increased interest in franchising, there are a plethora of "prospects" out there looking for opportunities and, the tendency among too many franchise salespeople is to hurry up and get through the list to find the lay downs...
UNTIL YOU LEARN HOW TO EFFECTIVELY DEAL WITH OBJECTIONS, YOU WILL CONSISTENTLY LEAVE AT LEAST 70% OF YOUR BUYERS ON THE TABLE.
What, then, is an "objection"? When you get one, is your prospect "objecting" to what you said, or to a particular part of your program? Of course not! It's not human nature to routinely disagree with information, facts, or figures.
What's really happening is that your prospect is saying: "Mr. Franchise salesperson, you have failed to build enough value in my mind regarding this particular point, I am confused, and I would like you to give me more information so that it becomes clearer in my mind."
Too often, defensive posturing and weak knees (lack of skill) on the part of the franchise salesperson results in the prospect exiting the sales pipeline. Too bad...Well, maybe the next one will buy...
FOUR STEPS: LISTEN, ASK, ISOLATE, ANSWER.
LISTEN: Listen very carefully to what your prospect said. Make absolutely
certain you understand exactly what was asked in the "objection".
ASK: Ask a question before you answer. "I'm glad you raised that question. Is there some reasonwhy this is a particular concern to you?". (Listen again)
ISOLATE: Respond by saying "Good, I'm glad you clarified that for me, now I understand."
Next, say "Before I answer your question, is this the only issue?" (Find out what else is on the prospect's agenda) Next, say "If we can handle this in a satisfactory manner, can we continue to move forward?" GET THIS COMMITMENT!
ANSWER: Relay your answer in the form of "benefits" to the prospect, and always use the word "you". "You will benefit by...you will gain....", etc. Remember, at this point, prospects only care about themselves and want to know
"What's in it for me?"
OBJECTIONS ARE SOMETHING PROSPECTS USE TO CONVINCE YOU TO MOVE ON TO THE NEXT PROSPECT...
Wouldn't it be nice if you could select just the candidates that you wanted to work with, and that they would all be what we call a "lay down" sale?
We've all had these...those prospects that just can't live without our franchise, and who never ask any tough questions, and who never pose an "objection". They just lay down and beg for you to "sign them up".
Unfortunately, with a lot of increased interest in franchising, there are a plethora of "prospects" out there looking for opportunities and, the tendency among too many franchise salespeople is to hurry up and get through the list to find the lay downs...
UNTIL YOU LEARN HOW TO EFFECTIVELY DEAL WITH OBJECTIONS, YOU WILL CONSISTENTLY LEAVE AT LEAST 70% OF YOUR BUYERS ON THE TABLE.
What, then, is an "objection"? When you get one, is your prospect "objecting" to what you said, or to a particular part of your program? Of course not! It's not human nature to routinely disagree with information, facts, or figures.
What's really happening is that your prospect is saying: "Mr. Franchise salesperson, you have failed to build enough value in my mind regarding this particular point, I am confused, and I would like you to give me more information so that it becomes clearer in my mind."
Too often, defensive posturing and weak knees (lack of skill) on the part of the franchise salesperson results in the prospect exiting the sales pipeline. Too bad...Well, maybe the next one will buy...
FOUR STEPS: LISTEN, ASK, ISOLATE, ANSWER.
LISTEN: Listen very carefully to what your prospect said. Make absolutely
certain you understand exactly what was asked in the "objection".
ASK: Ask a question before you answer. "I'm glad you raised that question. Is there some reasonwhy this is a particular concern to you?". (Listen again)
ISOLATE: Respond by saying "Good, I'm glad you clarified that for me, now I understand."
Next, say "Before I answer your question, is this the only issue?" (Find out what else is on the prospect's agenda) Next, say "If we can handle this in a satisfactory manner, can we continue to move forward?" GET THIS COMMITMENT!
ANSWER: Relay your answer in the form of "benefits" to the prospect, and always use the word "you". "You will benefit by...you will gain....", etc. Remember, at this point, prospects only care about themselves and want to know
"What's in it for me?"
Wednesday, April 7, 2010
Buy a cleaning franchise that offers a worthwhile training program
The commercial cleaning business is $128 billion industry. It is relatively recession proof and offers the opportunity to make an impact on your community.
Entering into an exciting cleaning service franchise can quickly turn to failure if the franchise provides insufficient training and a proven process.
Jantize America has established training programs. This is one of the top reasons for choosing a cleaning company franchise over starting your own business from scratch; the franchise has already developed a proven system and built the training that will help its franchisees succeed.
What you can expect in your Jantize training:
1. Cleaning franchise business model/methods and special cleaning products/equipment, software and sales/marketing/pricing services.
2. Expectations between cleaning franchise owner and the franchisor regarding all aspects of the business.
3. Customer service training for the cleaning service franchise.
4. Advertising and marketing support.
5. Training on bidding and job estimating training for cleaning service franchise opportunities.
Contact us today to learn more about the opportunities Jantize America can offer you.
Entering into an exciting cleaning service franchise can quickly turn to failure if the franchise provides insufficient training and a proven process.
Jantize America has established training programs. This is one of the top reasons for choosing a cleaning company franchise over starting your own business from scratch; the franchise has already developed a proven system and built the training that will help its franchisees succeed.
What you can expect in your Jantize training:
1. Cleaning franchise business model/methods and special cleaning products/equipment, software and sales/marketing/pricing services.
2. Expectations between cleaning franchise owner and the franchisor regarding all aspects of the business.
3. Customer service training for the cleaning service franchise.
4. Advertising and marketing support.
5. Training on bidding and job estimating training for cleaning service franchise opportunities.
Contact us today to learn more about the opportunities Jantize America can offer you.
Thursday, March 11, 2010
Not Just a Drop In The Bucket!
Barriers to entry in the janitorial business aren't exactly sky high, Paul Dorsey acknowledges.
"It takes a bucket and a mop," he says.
But after eight years in the business, Dorsey, 37, knows clients are much more demanding than that. So after working for large players in the industry, he has spent the past two years building his Jantize Custodial Services through a franchise system.
At Jantize, would-be cleaners pay franchise fees ranging from $3,500 to $35,000. In return, they are guaranteed a certain level of business from accounts Dorsey signs up.
Those who invest $3,500 are guaranteed $6,000 in annual business, while those putting up $15,000 get contracts of at least $54,000, he says. If Dorsey doesn't deliver within 120 days, franchisees can get their money back.
Jantize has 19 franchisees, which do a combined $50,000 worth of business per month, and Dorsey expects that volume to double by this time next year. Target customers are small to midsized businesses seeking reliable cleaning services.
Jantize's fees range from 10% to 14%, including royalties, management fees and insurance. After labor and equipment expenses, that still leaves an operating margin for the franchisee of more than 40%, Dorsey says. In other words, a franchisee should be able to pocket $400 for every $1,000 worth of services.
Jantize faces plenty of competition. National rivals such as Jani-King International Inc. and JanPro International Inc. operate locally, as do an untold number of startups.
"When something like a Pillowtex closes, we start competing with another 50 people," Dorsey says.
But he says would-be janitors quickly learn that commercial cleaning requires dedication, specialized equipment and constant sales efforts. Having new equipment gives large commercial cleaners an advantage over mom-and-pop businesses, he says.
But most clients also want a personal touch, Dorsey says. "The person cleaning a building is an owner, so he has a vested interest in making sure you are happy."
Before awarding franchises, Jantize screens applicants for past bankruptcies.
Franchisees rely on Dorsey to handle sales and billing, freeing them to concentrate on cleaning.
Mike Brown, a maintenance supervisor with Charlotte-Mecklenburg Schools, signed up with Jantize to supplement his income. "I called all of the local (franchise companies), but Paul was a little more professional," he says.
Other Jantize franchisees include personnel at Microsoft Corp. and Wachovia Corp., says Dorsey, a South Mecklenburg High School graduate who worked in restaurants before switching to janitorial services. "These guys are getting to be my intimate partners, rather than just being franchisees to me," he says.
www.charlottebusinessjournal.com
"It takes a bucket and a mop," he says.
But after eight years in the business, Dorsey, 37, knows clients are much more demanding than that. So after working for large players in the industry, he has spent the past two years building his Jantize Custodial Services through a franchise system.
At Jantize, would-be cleaners pay franchise fees ranging from $3,500 to $35,000. In return, they are guaranteed a certain level of business from accounts Dorsey signs up.
Those who invest $3,500 are guaranteed $6,000 in annual business, while those putting up $15,000 get contracts of at least $54,000, he says. If Dorsey doesn't deliver within 120 days, franchisees can get their money back.
Jantize has 19 franchisees, which do a combined $50,000 worth of business per month, and Dorsey expects that volume to double by this time next year. Target customers are small to midsized businesses seeking reliable cleaning services.
Jantize's fees range from 10% to 14%, including royalties, management fees and insurance. After labor and equipment expenses, that still leaves an operating margin for the franchisee of more than 40%, Dorsey says. In other words, a franchisee should be able to pocket $400 for every $1,000 worth of services.
Jantize faces plenty of competition. National rivals such as Jani-King International Inc. and JanPro International Inc. operate locally, as do an untold number of startups.
"When something like a Pillowtex closes, we start competing with another 50 people," Dorsey says.
But he says would-be janitors quickly learn that commercial cleaning requires dedication, specialized equipment and constant sales efforts. Having new equipment gives large commercial cleaners an advantage over mom-and-pop businesses, he says.
But most clients also want a personal touch, Dorsey says. "The person cleaning a building is an owner, so he has a vested interest in making sure you are happy."
Before awarding franchises, Jantize screens applicants for past bankruptcies.
Franchisees rely on Dorsey to handle sales and billing, freeing them to concentrate on cleaning.
Mike Brown, a maintenance supervisor with Charlotte-Mecklenburg Schools, signed up with Jantize to supplement his income. "I called all of the local (franchise companies), but Paul was a little more professional," he says.
Other Jantize franchisees include personnel at Microsoft Corp. and Wachovia Corp., says Dorsey, a South Mecklenburg High School graduate who worked in restaurants before switching to janitorial services. "These guys are getting to be my intimate partners, rather than just being franchisees to me," he says.
www.charlottebusinessjournal.com
Friday, January 8, 2010
Objections Tip #9
OBJECTIONS ARE SOMETHING CANDIDATES USE TO CONVINCE YOU TO MOVE ON TO THE NEXT CANDIDATE..
Wouldn't it be nice if you could select just the candidates that you wanted to work with, and that they would all be what we call a "lay down" sale or "gimme putt"?
We've all had these...those prospects that just can't live without your franchise opportunity, and who never ask any tough questions, and who never pose an "objection". They just lay down ask for you to "sign them up".
Unfortunately, with a lot of increased interest and competition in franchising, and franchise sales there are a plethora of "prospects" out there looking for opportunities- and, the tendency among too many franchise salespeople is to hurry up and get through the list to find the "gimme putt"...
UNTIL YOU LEARN HOW TO EFFECTIVELY DEAL WITH OBJECTIONS, YOU WILL CONSISTENTLY LEAVE AT LEAST 70% OF YOUR BUYERS ON THE TABLE.
What, then, is an "objection"?
When you get one, is your prospect "objecting" to what you said, or to a particular part of your program? Of course not! It's not human nature to routinely disagree with information, facts, or figures. What's really happening is that your prospect is saying: "Mr. Franchise salesperson, you have failed to build enough value in my mind regarding this particular point, I am confused, and I would like you to give me more information so that it becomes clearer in my mind."
Too often, defensive posturing and lack of skill on the part of the franchise salesperson results in the prospect exiting the sales pipeline. Too bad...Well, maybe the next one will buy...
FOUR STEPS: LISTEN, ASK, ISOLATE, ANSWER.
LISTEN: Listen very carefully to what your prospect said. Make absolutely
certain you understand exactly what was asked in the "objection".
ASK: Ask a question before you answer. "I'm glad you raised that question. Is there some reason why this is a particular concern to you?". (Listen again)
ISOLATE: Respond by saying "Good, I'm glad you clarified that for me, now I understand." Next, say "Before I answer your question, is this the only issue?" (Find out what else is on the canidates's agenda) Next, say "If we can handle this in a satisfactory manner, can we continue to move forward?" GET THIS COMMITMENT!
ANSWER: Relay your answer in the form of "benefits" to the prospect, and always use the word "you". "You will benefit by...you will gain....", etc. Remember, at this point, candidates only care about themselves and want to know
Remember the AM radio dial WYFM......"What's in it for me?"
Thursday, November 12, 2009
FRANCHISE SELLING TIP: # 8
Have you noticed how "big business" is partnering in the 1990's? IBM has lots of "partners", Ford has Mazda, GM has Toyota, and Chrysler has Mitsubishi. In this sense, it is an alliance of assets, strengths and resources that made the partnership viable and potentially profitable for both parties. When you take on a new candidate and future Jantize Area Developer franchise owner, aren't you really setting up a partnership? Doesn't it make a lot of sense to really stress this as the emotional basis of the relationship and partnerships?
Selling the concept of a "partnership type" relationship requires a finely honed balance of skills usually regarded as "consultative selling" techniques. Here are a few of the basics necessary:
1. KNOWLEDGE: Not just of our franchise, but of all the concept of an area developer or master franchisor. Do your homework, there's a lot to learn. Learn the good points about the opportunity.
2. CARING: The easiest way into your candidates brain is through his or her heart. You've got to get out of your own shoes and into theirs, and genuinely care about their needs. The franchise buying process goes through three stages: First the heart, then the brain, then the heart. Then it's done.
3. SHARING: Have you ever dealt with a candidate in the past that felt the same way this one does now? Share that information with the prospect...use "feel, felt, found" situations from the past that relate to your current prospect. When you "share" information about your franchise, do it in terms of benefits...people don't buy features, they buy "what it will do for them".
4. ASKING QUESTIONS: When you ask questions, ask about needs, wants, desires, goals, and expectations. Ask the prospect to explain further. If you ever get an objection, the first thing to do is ask a question "Can you tell me a little more why this is a concern?", "Can you explain that question a little further?" "Can you be a little clearer on that?" "Can you tell me why you asked that question?" Questioning does three things: It shows you're listening, it shows you care about the candidate, and questioning always keeps you in control. And being in control is vital.
5. LISTENING: You have two ears, and only one mouth. Spend at least twice as much time listening as you do talking. And when you talk, ask questions to uncover needs.
Now go sell a franchise please!
Tuesday, July 14, 2009
FRANCHISE SELLING TIP: #7 The 1st 30 Seconds
THE APPROACH:
THE FIRST 30 SECONDS ARE CRUCIAL
As you know, there are three "basic" steps in selling: The Approach, The Demonstration, and The Close. All three are involved, calculated, and must be planned out prior to making or taking a call from a prospective franchise candidate. "Closing" certainly isn't the last thing you do, as you are always "closing" if you're good and highly skilled. But the "Approach" must always be first, and is the most important step of the three. Blow it, and you'll never get to the other steps.
The first 30 seconds are critically important. The best way to make them count is to involve the prospect and arouse his or her curiosity. When you do this, you have equalized your prospect's mind.
What do I mean by this?
Obviously, not everyone you speak to regarding our Jantize Area Developer franchise opportunity is going to be a lay-down sale, which means they are coming to the table with either a little or a whole lot of stuff in their head about why they are not interested in what you have to say.
Here's a great way to equalize them: "Hi, Bill, this is John Smith and I'm calling you about JANTIZE Area Developer Franchise . Have you heard about the remarkable things that are happening within our franchised network?"
What happens when you do this? Several exciting things: You've (1) Gained immediate control through the asking of a question; (2) Caused the prospect to think about what you asked, thus diffusing his or her natural and immediate [negative, defensive, etc.] feelings toward your call; (3) Aroused a sincere curiosity; (4) Involved the prospect by requiring their participation by saying "What do you mean?".
WHAT DO YOU DO NEXT? DON'T ANSWER THE QUESTION. Proceed with something like: " In a moment, I'll tell you a little about those remarkable things, but first may I ask you a question?" Again, you've stayed in control with another question, and may now begin to uncover needs.
Ask a couple of minor open-ended questions such as "When you think about going into business for yourself, Bill, what are your most important considerations?", or " If the perfect business existed for you, what would it be like?"
While the "Big 3" in sales is always Approach-Demonstrate-Close, remember the Approach is the critical first step. To get to Step 2, you'd better involve your candidate by arousing their curiosity and neutralizing any prejudices they may have about our opportunity.
Tks
THE FIRST 30 SECONDS ARE CRUCIAL
As you know, there are three "basic" steps in selling: The Approach, The Demonstration, and The Close. All three are involved, calculated, and must be planned out prior to making or taking a call from a prospective franchise candidate. "Closing" certainly isn't the last thing you do, as you are always "closing" if you're good and highly skilled. But the "Approach" must always be first, and is the most important step of the three. Blow it, and you'll never get to the other steps.
The first 30 seconds are critically important. The best way to make them count is to involve the prospect and arouse his or her curiosity. When you do this, you have equalized your prospect's mind.
What do I mean by this?
Obviously, not everyone you speak to regarding our Jantize Area Developer franchise opportunity is going to be a lay-down sale, which means they are coming to the table with either a little or a whole lot of stuff in their head about why they are not interested in what you have to say.
Here's a great way to equalize them: "Hi, Bill, this is John Smith and I'm calling you about JANTIZE Area Developer Franchise . Have you heard about the remarkable things that are happening within our franchised network?"
What happens when you do this? Several exciting things: You've (1) Gained immediate control through the asking of a question; (2) Caused the prospect to think about what you asked, thus diffusing his or her natural and immediate [negative, defensive, etc.] feelings toward your call; (3) Aroused a sincere curiosity; (4) Involved the prospect by requiring their participation by saying "What do you mean?".
WHAT DO YOU DO NEXT? DON'T ANSWER THE QUESTION. Proceed with something like: " In a moment, I'll tell you a little about those remarkable things, but first may I ask you a question?" Again, you've stayed in control with another question, and may now begin to uncover needs.
Ask a couple of minor open-ended questions such as "When you think about going into business for yourself, Bill, what are your most important considerations?", or " If the perfect business existed for you, what would it be like?"
While the "Big 3" in sales is always Approach-Demonstrate-Close, remember the Approach is the critical first step. To get to Step 2, you'd better involve your candidate by arousing their curiosity and neutralizing any prejudices they may have about our opportunity.
Tks
Saturday, June 6, 2009
The first 30 seconds! Tip #7
FRANCHISE SELLING TIPS: #7
THE APPROACH:
THE FIRST 30 SECONDS ARE CRUCIAL
As you know, there are three "basic" steps in selling: The Approach, The Demonstration, and The Close. All three are involved, calculated, and must be planned out prior to making or taking a call from a prospective franchise candidate. "Closing" certainly isn't the last thing you do, as you are always "closing" if you're good and highly skilled. But the "Approach" must always be first, and is the most important step of the three. Blow it, and you'll never get to the other steps.
The first 30 seconds are critically important. The best way to make them count is to involve the candidate and arouse his curiosity. When you do this, you have equalized your candidate's mind.
What do we mean by this? Obviously, not everyone you speak to regarding our franchise opportunity is going to be a lay-down sale, which means they are coming to the table with either a little or a whole lot of info in their head about why they are not interested in what you have to say.
Here's a great way to equalize them: "Hi, Bill, this is John Smith and I'm calling you from JANTIZE America Franchise . Have you heard about the remarkable things that are happening within our franchised network?"
What happens when you do this? Several exciting things: You've (1) Gained immediate control through the asking of a question; (2) Caused the prospect to think about what you asked, thus diffusing his or her natural and immediate [negative, defensive, etc.] feelings toward your call; (3) Aroused a sincere curiosity; (4) Involved the prospect by requiring their participation by saying "What do you mean?".
WHAT DO YOU DO NEXT?
DON'T ANSWER THE QUESTION. Proceed with something like: " In a moment, I'll tell you a little about those remarkable things, but first may I ask you a question?"
Again, you've stayed in control with another question, and may now begin to uncover needs. Ask a couple of minor open-ended questions such as
"When you think about going into business for yourself, Bill,
What are your most important considerations? or
If the perfect business existed for you, what would it be like?
While the "Big 3" in sales is always Approach-Demonstrate-Close, remember the Approach is the critical first step.
To get to Step 2, you'd better involve your candidate by arousing their curiosity and neutralizing any prejudices they may have.
No go sell something!
THE APPROACH:
THE FIRST 30 SECONDS ARE CRUCIAL
As you know, there are three "basic" steps in selling: The Approach, The Demonstration, and The Close. All three are involved, calculated, and must be planned out prior to making or taking a call from a prospective franchise candidate. "Closing" certainly isn't the last thing you do, as you are always "closing" if you're good and highly skilled. But the "Approach" must always be first, and is the most important step of the three. Blow it, and you'll never get to the other steps.
The first 30 seconds are critically important. The best way to make them count is to involve the candidate and arouse his curiosity. When you do this, you have equalized your candidate's mind.
What do we mean by this? Obviously, not everyone you speak to regarding our franchise opportunity is going to be a lay-down sale, which means they are coming to the table with either a little or a whole lot of info in their head about why they are not interested in what you have to say.
Here's a great way to equalize them: "Hi, Bill, this is John Smith and I'm calling you from JANTIZE America Franchise . Have you heard about the remarkable things that are happening within our franchised network?"
What happens when you do this? Several exciting things: You've (1) Gained immediate control through the asking of a question; (2) Caused the prospect to think about what you asked, thus diffusing his or her natural and immediate [negative, defensive, etc.] feelings toward your call; (3) Aroused a sincere curiosity; (4) Involved the prospect by requiring their participation by saying "What do you mean?".
WHAT DO YOU DO NEXT?
DON'T ANSWER THE QUESTION. Proceed with something like: " In a moment, I'll tell you a little about those remarkable things, but first may I ask you a question?"
Again, you've stayed in control with another question, and may now begin to uncover needs. Ask a couple of minor open-ended questions such as
"When you think about going into business for yourself, Bill,
What are your most important considerations? or
If the perfect business existed for you, what would it be like?
While the "Big 3" in sales is always Approach-Demonstrate-Close, remember the Approach is the critical first step.
To get to Step 2, you'd better involve your candidate by arousing their curiosity and neutralizing any prejudices they may have.
No go sell something!
Wednesday, May 13, 2009
FRANCHISE SELLING TIP: #6 The R.S.Q.
FRANCHISE SELLING TIPS: #14
WHEN THEY SAY "NO"IT'S ALWAYS A FUNCTION OF PRICE
It's true. Viable candidates will either not have enough money for your particular franchise opportunity, or won't want to give it to you because they perceive the value of what you have is not high enough in their mind to justify your "price". It's always the money - based on perception of value.
With that in mind, you've got to do one of two things: Lower your price, or increase your value. Since franchisors seldom run "sales", here's what you need to do to increase perceived value
FOCUS ON R.S.Q.
Rapport: Truly the backbone of consultative and relationship based selling techniques. The more your candidate trusts and begins to like you, the better chance you have. When they begin to trust you, YOU are the value added that increases perceived value.
Service: "What are you going to do for me after I buy" is the single most important question in a candidate's mind prior to making a decision. Effectively "selling" the quality of your on-going service, training, and support is a tremendous value builder. Plug your prospects into your "service" department early in the cycle. Demonstrate the support!
Quality: How well you show, explain, or validate how the quality of your product or service exceeds your candidate's expectations is vital. It isn't just important that you have advantages over the competition...how well will it exceed what your candidate needs it to do? Under promise and over deliver.
ALL PROSPECTIVE FRANCHISEES LISTEN TO THE SAME RADIO STATION: WIFM: AKA
(What's in it For Me.)
WHEN THEY SAY "NO"IT'S ALWAYS A FUNCTION OF PRICE
It's true. Viable candidates will either not have enough money for your particular franchise opportunity, or won't want to give it to you because they perceive the value of what you have is not high enough in their mind to justify your "price". It's always the money - based on perception of value.
With that in mind, you've got to do one of two things: Lower your price, or increase your value. Since franchisors seldom run "sales", here's what you need to do to increase perceived value
FOCUS ON R.S.Q.
Rapport: Truly the backbone of consultative and relationship based selling techniques. The more your candidate trusts and begins to like you, the better chance you have. When they begin to trust you, YOU are the value added that increases perceived value.
Service: "What are you going to do for me after I buy" is the single most important question in a candidate's mind prior to making a decision. Effectively "selling" the quality of your on-going service, training, and support is a tremendous value builder. Plug your prospects into your "service" department early in the cycle. Demonstrate the support!
Quality: How well you show, explain, or validate how the quality of your product or service exceeds your candidate's expectations is vital. It isn't just important that you have advantages over the competition...how well will it exceed what your candidate needs it to do? Under promise and over deliver.
ALL PROSPECTIVE FRANCHISEES LISTEN TO THE SAME RADIO STATION: WIFM: AKA
(What's in it For Me.)
Sunday, April 19, 2009
False VS Real Objections Tip #5
FALSE VERSUS REAL OBJECTIONS
When "selling" franchises, you will constantly be encountering false and real objections. If you give up with the first "false" one you receive from a prospect, you are not only possibly losing a great franchisee for your company, you are doing your prospect a great injustice....
Why? Because we are all basically procrastinators at heart, we are most comfortable not making decisions of any kind. It is easier to not choose...even between easy alternatives. In your sales process (despite what you may have been taught), your role is not just to cleverly overcome all the objections you receive, but rather get the sale done!
The prospect may NOT even be aware of "why" he/she is resisting you. One thing is for certain though: If you do not use a lot of care when dealing with the objections, the prospect may resent your every effort...even though they may be interested in what you have to offer. When dealing with almost any objection, what the prospect is really saying is: "Give me some good reasons why we should go further, and I will".
FALSE OBJECTIONS: In this category fall all objections that just don't make any sense whatsoever, such as (1) " I'm not interested ", (2) " I need to think it over ", (3)" I'm not ready to do anything at this time ". Until you deal effectively with these non-reasons, most prospects will continually reel off an unending list of them. Lets deal with them individually, with an appropriate response, but preface all of them with "I KNOW HOW YOU FEEL" (1) "Let me ask you, Mr. Prospect, exactly what is it about our business that you are not interested in? (2) "Tell me, Mr. Prospect, what is it that you will be considering while you are thinking about it?", (3) " Could you give me an idea of what may be happening between now and then that would allow you to proceed?" The preceding three non-issues are heard every day, and unless you deal with them effectively you will never get to the REAL issues. Too many franchise sales people knuckle under, fold their tent, and pack their bags with the slightest resistance. IF YOU DO THIS, YOU ARE LOSING HALF YOUR SALES.
REAL OBJECTIONS: The REAL objections are the ones that you get after you deal with those above. USUALLY, there are only three really valid classes of objections:
1) Issues regarding the credibility and viability of your company;
2) Issues regarding the prospect's mental and physical ability to do the
work required by the particular franchise;
3) Issues regarding the prospect's ability to adequately finance the
venture including your franchise fee, start-up capital, and carrying
funds until positive cash flow occurs.
IF A PROSPECT WANTS A BUSINESS OPPORTUNITY, CAN AFFORD IT, AND YOUR BUSINESS WILL FILL HIS/HER NECESSARY PSYCHOLOGICAL AND FINANCIAL NEEDS, YOU HAVE AN OBLIGATION TO THAT PROSPECT. YOUR OBLIGATION IS TO PROVIDE ENOUGH INFORMATION SO THEY CAN MAKE AN INFORMED DECISION. TO DO THAT, YOU MUST CONSTANTLY IMPROVE YOUR SKILLS AT ASKING ONE VERY SIMPLE QUESTION "WHY?" UNTIL YOU LEARN TO DO THAT, YOU LOSE AND YOUR PROSPECT LOSES!
REMEMBER: FRANCHISE SALES IS NOT A GAME, A ROLE, OR MANIPULATION TECHNIQUES. IT IS THE SINCERE DESIRE OF A SALES PROFESSIONAL TO HELP PROSPECTS SOLVE THEIR CONCERNS.
When "selling" franchises, you will constantly be encountering false and real objections. If you give up with the first "false" one you receive from a prospect, you are not only possibly losing a great franchisee for your company, you are doing your prospect a great injustice....
Why? Because we are all basically procrastinators at heart, we are most comfortable not making decisions of any kind. It is easier to not choose...even between easy alternatives. In your sales process (despite what you may have been taught), your role is not just to cleverly overcome all the objections you receive, but rather get the sale done!
The prospect may NOT even be aware of "why" he/she is resisting you. One thing is for certain though: If you do not use a lot of care when dealing with the objections, the prospect may resent your every effort...even though they may be interested in what you have to offer. When dealing with almost any objection, what the prospect is really saying is: "Give me some good reasons why we should go further, and I will".
FALSE OBJECTIONS: In this category fall all objections that just don't make any sense whatsoever, such as (1) " I'm not interested ", (2) " I need to think it over ", (3)" I'm not ready to do anything at this time ". Until you deal effectively with these non-reasons, most prospects will continually reel off an unending list of them. Lets deal with them individually, with an appropriate response, but preface all of them with "I KNOW HOW YOU FEEL" (1) "Let me ask you, Mr. Prospect, exactly what is it about our business that you are not interested in? (2) "Tell me, Mr. Prospect, what is it that you will be considering while you are thinking about it?", (3) " Could you give me an idea of what may be happening between now and then that would allow you to proceed?" The preceding three non-issues are heard every day, and unless you deal with them effectively you will never get to the REAL issues. Too many franchise sales people knuckle under, fold their tent, and pack their bags with the slightest resistance. IF YOU DO THIS, YOU ARE LOSING HALF YOUR SALES.
REAL OBJECTIONS: The REAL objections are the ones that you get after you deal with those above. USUALLY, there are only three really valid classes of objections:
1) Issues regarding the credibility and viability of your company;
2) Issues regarding the prospect's mental and physical ability to do the
work required by the particular franchise;
3) Issues regarding the prospect's ability to adequately finance the
venture including your franchise fee, start-up capital, and carrying
funds until positive cash flow occurs.
IF A PROSPECT WANTS A BUSINESS OPPORTUNITY, CAN AFFORD IT, AND YOUR BUSINESS WILL FILL HIS/HER NECESSARY PSYCHOLOGICAL AND FINANCIAL NEEDS, YOU HAVE AN OBLIGATION TO THAT PROSPECT. YOUR OBLIGATION IS TO PROVIDE ENOUGH INFORMATION SO THEY CAN MAKE AN INFORMED DECISION. TO DO THAT, YOU MUST CONSTANTLY IMPROVE YOUR SKILLS AT ASKING ONE VERY SIMPLE QUESTION "WHY?" UNTIL YOU LEARN TO DO THAT, YOU LOSE AND YOUR PROSPECT LOSES!
REMEMBER: FRANCHISE SALES IS NOT A GAME, A ROLE, OR MANIPULATION TECHNIQUES. IT IS THE SINCERE DESIRE OF A SALES PROFESSIONAL TO HELP PROSPECTS SOLVE THEIR CONCERNS.
Wednesday, April 8, 2009
TESTING THE OBJECTIONS "Lets Imagine Tip #4
FRANCHISE SELLING TIPS: # 4
What are objections, anyway? Are they statements that prospective buyers of our franchise make to indicate that they are really not interested in your opportunity? Probably not. Pure and simple, objections are questions regarding our program that the prospect needs clarified before he or she can be comfortable in making a positive buying decision.
"Let's Imagine" is a great way to determine whether this objection is real or not. Are you aware that oftentimes the prospective buyer of any franchise doesn't even know what his/her real objection is? So, along with our finding out what is at the heart of the matter, "let's imagine" will often help our prospective franchisee sort through their agenda to determine the true problems with which they are struggling.
In the first place, don't jump all over your prospect when you hear an objection. Sometimes in the franchise sales business we hear so many of them we may develop a defensive tendency... be careful. Listen to them, and acknowledge what you heard them say. Then use the following language:
" let's imagine for a minute that I could answer this concern to your complete satisfaction. If I could do that, would you then be ready to have us consider you as a candidate for our franchise?"
At this point, you must be absolutely quiet and let them answer the question; they will either give you a "Yes" or a "No". If they say "Yes", first ask them: "Are you sure?" Then, answer the concern, all the while creating benefits along the way. Have other prospects felt this way? Tell them so. Have you heard this concern before? If "yes", say so. Are you answering it thoroughly? Be prepared for minor clarifications. After dealing with the issue, ask them if they understand what you have said, and if they see now that their concern is laid to rest.
If you get a "No", then you have to find out what other concerns are blocking your path. How do you find out? Ask them, and go through the same process as outlined above. You have to be the President of the Anti-Procrastinator's Club in franchise sales, because most people like to put off making the simplest decisions.
HOMEWORK ASSIGNMENT: Have you "catalogued" every objection you get? If not, you should do so right away. Script every response as well. Off every response, you should also script your "clarifications", as well as how you are going to deal with further questions that may be posed. Use a WINDOWS approach in your thought process. Got an objection? Click on the response!
Now go sell a franchise!
What are objections, anyway? Are they statements that prospective buyers of our franchise make to indicate that they are really not interested in your opportunity? Probably not. Pure and simple, objections are questions regarding our program that the prospect needs clarified before he or she can be comfortable in making a positive buying decision.
"Let's Imagine" is a great way to determine whether this objection is real or not. Are you aware that oftentimes the prospective buyer of any franchise doesn't even know what his/her real objection is? So, along with our finding out what is at the heart of the matter, "let's imagine" will often help our prospective franchisee sort through their agenda to determine the true problems with which they are struggling.
In the first place, don't jump all over your prospect when you hear an objection. Sometimes in the franchise sales business we hear so many of them we may develop a defensive tendency... be careful. Listen to them, and acknowledge what you heard them say. Then use the following language:
" let's imagine for a minute that I could answer this concern to your complete satisfaction. If I could do that, would you then be ready to have us consider you as a candidate for our franchise?"
At this point, you must be absolutely quiet and let them answer the question; they will either give you a "Yes" or a "No". If they say "Yes", first ask them: "Are you sure?" Then, answer the concern, all the while creating benefits along the way. Have other prospects felt this way? Tell them so. Have you heard this concern before? If "yes", say so. Are you answering it thoroughly? Be prepared for minor clarifications. After dealing with the issue, ask them if they understand what you have said, and if they see now that their concern is laid to rest.
If you get a "No", then you have to find out what other concerns are blocking your path. How do you find out? Ask them, and go through the same process as outlined above. You have to be the President of the Anti-Procrastinator's Club in franchise sales, because most people like to put off making the simplest decisions.
HOMEWORK ASSIGNMENT: Have you "catalogued" every objection you get? If not, you should do so right away. Script every response as well. Off every response, you should also script your "clarifications", as well as how you are going to deal with further questions that may be posed. Use a WINDOWS approach in your thought process. Got an objection? Click on the response!
Now go sell a franchise!
Thursday, March 26, 2009
FRANCHISE SELLING TIP: #3
MAKING THE ACT OF SELLING EASIER
As sales representative for about 20 years different industries although the last 15 in franchise sales. I have read a total of about 500 books mostly sales and leadership, however I have not found one book that has as a title "When I Grow Up I Want To Be A Salesman."
Why? It's extremely hard work. If there was a kid's book out there with that title, in 15 or 20 years there would be no salespeople.
However, some of the aspects of "selling" can be made easier, and you can start by saying "What steps must I take to make my job easier?"
SETTING INTERMEDIATE GOALS
In franchise sales, if you want to be more successful, you must at first define the various activities in which you engage that make you successful. Once defined, set up intermediate goals. Since everything starts with prospective franchisee contacts, set a new weekly goal of 30 more contacts. Break down this weekly goal into 5 daily goals of 6 calls, and further break it down to 3 more each morning and each afternoon. Once in this form, it is easily accomplished.
CHANGING THE PURPOSE OF THE CONTACT
If you're getting blown away quickly and often by prospects for whatever reason, change the tactics. Call to set up an appointment to call back. Ask for permission to send some introductory materials-even if it's just a letter of introduction. Call back everyone who told you "no" in the past 90 days to find out why they weren't interested in our franchise opportunity Jantize America Area Developer Franchise. Do a survey of interested but hesitant prospects to find out why they are procrastinating. (You can gather extremely valuable information in the guise of research...)
DEVELOP A ZERO-TOLERANCE FOR FAILURE
It is reported that when Sir Edmund Hillary climbed Mt. Everest, he was only able to do so because he set goals of "x" number of realistic feet per day that he thoroughly believed he could accomplish. Thinking about successfully selling 15 to 50 new franchises per year is like climbing a 29,000 foot mountain. But, who could not handle 3 more calls per half day...Go one foot at a time.
GREAT QUOTE FROM HENRY FORD: " Whether you think you can, or think you can't- you're right."
As sales representative for about 20 years different industries although the last 15 in franchise sales. I have read a total of about 500 books mostly sales and leadership, however I have not found one book that has as a title "When I Grow Up I Want To Be A Salesman."
Why? It's extremely hard work. If there was a kid's book out there with that title, in 15 or 20 years there would be no salespeople.
However, some of the aspects of "selling" can be made easier, and you can start by saying "What steps must I take to make my job easier?"
SETTING INTERMEDIATE GOALS
In franchise sales, if you want to be more successful, you must at first define the various activities in which you engage that make you successful. Once defined, set up intermediate goals. Since everything starts with prospective franchisee contacts, set a new weekly goal of 30 more contacts. Break down this weekly goal into 5 daily goals of 6 calls, and further break it down to 3 more each morning and each afternoon. Once in this form, it is easily accomplished.
CHANGING THE PURPOSE OF THE CONTACT
If you're getting blown away quickly and often by prospects for whatever reason, change the tactics. Call to set up an appointment to call back. Ask for permission to send some introductory materials-even if it's just a letter of introduction. Call back everyone who told you "no" in the past 90 days to find out why they weren't interested in our franchise opportunity Jantize America Area Developer Franchise. Do a survey of interested but hesitant prospects to find out why they are procrastinating. (You can gather extremely valuable information in the guise of research...)
DEVELOP A ZERO-TOLERANCE FOR FAILURE
It is reported that when Sir Edmund Hillary climbed Mt. Everest, he was only able to do so because he set goals of "x" number of realistic feet per day that he thoroughly believed he could accomplish. Thinking about successfully selling 15 to 50 new franchises per year is like climbing a 29,000 foot mountain. But, who could not handle 3 more calls per half day...Go one foot at a time.
GREAT QUOTE FROM HENRY FORD: " Whether you think you can, or think you can't- you're right."
Wednesday, March 4, 2009
Franchise Sales Tip #2 Who's Hot & Whos Not
“HOW TO TELL WHO'S HOT/ WHO'S NOT”
If you are working with a lot of potential franchise buyers, it can sometimes be difficult to determine "who's hot and who's not". A gut level feeling will usually point you to the hottest of the buyers, but how can you selectively and objectively determine how to rank all of them so you apportion your time properly? Do you rank your prospects "A", "B", "C"? 1-10? Based on what criteria? How many different aspects? How do you weight the various factors?
You might want to consider using the "R.I.P." Method of ranking prospects. As you will see, "R.I.P." is an acronym that can have a double meaning.
There are only four important factors that you need to consider when dealing with each individual franchise prospect: (1) Timing, (2) Decision making ability, (3) Money, and (4) Interest level in our Jantize America Master Franchise. These are the only factors going through your prospect's mind; as a Jantize America Franchise Sales Counselor, you need to measure accurately where your prospect stands with these issues.
1) TIMING has to do with "when your prospect anticipates going into business", and a 'right away' certainly carries more weight than a 'some day'.
2) DECISION MAKING ABILITY is concerned with 'how many people are going to be involved in making the decision'...the more people involved lessens the chance of getting to YES. (If the prospects wife does not know he is looking into buying a franchise he is not qualified.) #1 Question what does your wife think of the franchise?
3) The MONEY issue (the least changeable issue by you) can range from 'have' to 'no-way'. If you’re serious about owning your own business, please fax me your resume and financial statements to see if you’re qualified for the Jantize America Master Franchise. (If they don’t send the financials info they are not qualified)
4) INTEREST LEVEL in Jantize America, while important, is the most easily changed of all four factors. It is your job to sell the concept. So, ask these questions
1) Are you looking for a business in a stable industry with fast growth that will provide you with long term security, and unlimited potential?
2) You would like to be part of a ground floor opportunity that you can believe in and offer a service that will be of great benefit to others?
3) Do you have a desire to be a leader and help others?
While the purpose of "R.I.P." is to help you determine "how and where" you should spend your time, keep in mind that things change in prospect's lives -and rankings can and do change.
What does "R.I.P." stand for? Overall, it means that RANKING IMPROVES PRODUCTIVITY.
On the low end of the scale...where prospects receive very low scores, it obviously means: REST IN PEACE. And don’t waste your time!
If you are working with a lot of potential franchise buyers, it can sometimes be difficult to determine "who's hot and who's not". A gut level feeling will usually point you to the hottest of the buyers, but how can you selectively and objectively determine how to rank all of them so you apportion your time properly? Do you rank your prospects "A", "B", "C"? 1-10? Based on what criteria? How many different aspects? How do you weight the various factors?
You might want to consider using the "R.I.P." Method of ranking prospects. As you will see, "R.I.P." is an acronym that can have a double meaning.
There are only four important factors that you need to consider when dealing with each individual franchise prospect: (1) Timing, (2) Decision making ability, (3) Money, and (4) Interest level in our Jantize America Master Franchise. These are the only factors going through your prospect's mind; as a Jantize America Franchise Sales Counselor, you need to measure accurately where your prospect stands with these issues.
1) TIMING has to do with "when your prospect anticipates going into business", and a 'right away' certainly carries more weight than a 'some day'.
2) DECISION MAKING ABILITY is concerned with 'how many people are going to be involved in making the decision'...the more people involved lessens the chance of getting to YES. (If the prospects wife does not know he is looking into buying a franchise he is not qualified.) #1 Question what does your wife think of the franchise?
3) The MONEY issue (the least changeable issue by you) can range from 'have' to 'no-way'. If you’re serious about owning your own business, please fax me your resume and financial statements to see if you’re qualified for the Jantize America Master Franchise. (If they don’t send the financials info they are not qualified)
4) INTEREST LEVEL in Jantize America, while important, is the most easily changed of all four factors. It is your job to sell the concept. So, ask these questions
1) Are you looking for a business in a stable industry with fast growth that will provide you with long term security, and unlimited potential?
2) You would like to be part of a ground floor opportunity that you can believe in and offer a service that will be of great benefit to others?
3) Do you have a desire to be a leader and help others?
While the purpose of "R.I.P." is to help you determine "how and where" you should spend your time, keep in mind that things change in prospect's lives -and rankings can and do change.
What does "R.I.P." stand for? Overall, it means that RANKING IMPROVES PRODUCTIVITY.
On the low end of the scale...where prospects receive very low scores, it obviously means: REST IN PEACE. And don’t waste your time!
Saturday, January 31, 2009
Franchise sales #1
FRANCHISE SELLING TIPS: #1
SELLING THE CONCEPT OF "PARTNERING"
You noticed how "big business" is partnering in the? IBM has lots of "partners", Ford has Mazda, GM has Toyota, and Chrysler has Mitsubishi. In this sense, it is an alliance of assets, strengths and resources that made the partnership viable and potentially profitable for both parties. When you take on a new franchise owner, aren't you really partnering? Doesn't it make a lot of sense to really stress this as the emotional basis of the relationship?
SUCCESSFUL "PARTNERING" SELLING
Selling the concept of a "partnership type" relationship requires a finely honed balance of skills usually regarded as "consultative selling" techniques. Here are a few of the basics necessary:
1. KNOWLEDGE: Not just of your product, but of all the competition. Who is your competition? It's not just the other franchises in the same type business as yours, but it is nearly all other franchises that your prospect can afford and might like. Do your homework, there's a lot to learn. Learn the good points and the bad points about all of them.
2. CARING: The easiest way into your prospect's brain is through his or her heart. You've got to get out of your own shoes and into theirs, and genuinely care about their needs. The franchise buying process goes through three stages: First the heart, then the brain, then the heart. Then it's done.
3. SHARING: Have you ever dealt with a prospect in the past that felt the same way this one does now? Share that information with the prospect...use "feel, felt, found" situations from the past that relate to your current prospect. When you "share" information about your franchise, do it in terms of benefits...people don't buy features, they buy "what it will do for them".
4. ASKING QUESTIONS: When you ask questions, ask about needs, wants, desires, goals, and expectations. Ask the prospect to explain further. If you ever get an objection, the first thing to do is ask a question "Can you tell me a little more why this is a concern?", "Can you explain that question a little further?" "Can you be a little clearer on that?" "Can you tell me why you asked that question?" Questioning does three things: It shows you're listening, it shows you care about the prospect, and questioning always keeps you in control. And being in control is vital.
5. LISTENING: You have two ears, and only one mouth. Spend at least twice as much time listening as you do talking. And when you talk, ask questions to uncover needs.
SELLING THE CONCEPT OF "PARTNERING"
You noticed how "big business" is partnering in the? IBM has lots of "partners", Ford has Mazda, GM has Toyota, and Chrysler has Mitsubishi. In this sense, it is an alliance of assets, strengths and resources that made the partnership viable and potentially profitable for both parties. When you take on a new franchise owner, aren't you really partnering? Doesn't it make a lot of sense to really stress this as the emotional basis of the relationship?
SUCCESSFUL "PARTNERING" SELLING
Selling the concept of a "partnership type" relationship requires a finely honed balance of skills usually regarded as "consultative selling" techniques. Here are a few of the basics necessary:
1. KNOWLEDGE: Not just of your product, but of all the competition. Who is your competition? It's not just the other franchises in the same type business as yours, but it is nearly all other franchises that your prospect can afford and might like. Do your homework, there's a lot to learn. Learn the good points and the bad points about all of them.
2. CARING: The easiest way into your prospect's brain is through his or her heart. You've got to get out of your own shoes and into theirs, and genuinely care about their needs. The franchise buying process goes through three stages: First the heart, then the brain, then the heart. Then it's done.
3. SHARING: Have you ever dealt with a prospect in the past that felt the same way this one does now? Share that information with the prospect...use "feel, felt, found" situations from the past that relate to your current prospect. When you "share" information about your franchise, do it in terms of benefits...people don't buy features, they buy "what it will do for them".
4. ASKING QUESTIONS: When you ask questions, ask about needs, wants, desires, goals, and expectations. Ask the prospect to explain further. If you ever get an objection, the first thing to do is ask a question "Can you tell me a little more why this is a concern?", "Can you explain that question a little further?" "Can you be a little clearer on that?" "Can you tell me why you asked that question?" Questioning does three things: It shows you're listening, it shows you care about the prospect, and questioning always keeps you in control. And being in control is vital.
5. LISTENING: You have two ears, and only one mouth. Spend at least twice as much time listening as you do talking. And when you talk, ask questions to uncover needs.
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