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?
Saturday, June 12, 2010
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!
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