Category: Habit of a Successful Salesperson

Be An Accurate Forecaster Of Your Business

Be An Accurate Forecaster Of Your Business

Most of the stress in forecasting comes from a lack of realism on the status of the business by either the individual salesperson, the manager, or both. This is unfortunate and unnecessary.

Having managers push for business to close that isn’t ready to close creates forecasts that are bad (this is a case of a lack of realism by the manager).

Having an individual salesperson that has “happy ears” and thinks that an opportunity is better than it really is. Or the individual salesperson is a sandbagger and pretends that the opportunity is worse than it really is. Both scenarios create stress at some time during the forecasting period (this is a case of a lack of realism by the rep).

The worst scenario is when the individual salesperson doesn’t understand the business and is in over his/her head, and the manager hasn’t taken corrective or coaching action or is unable to recognize the missing skills of the individual salesperson (this is a case of both the manager and the salesperson not being realistic).

Forecasting is easy when you have a competent salesperson that understands the status of the business and a competent manager that is aware of the status of the business. A great manager is helpful to the rep in accelerating any deal that needs more attention, but also accepts that a forecast is a report on the status of the business. A great manager doesn’t use the forecast process to belittle the rep.

In the case when a salesperson would rather see a dentist than do the forecast, it is typically first and foremost a manager problem. If the salesperson is being accurate, but the manager cannot accept accuracy, then the manager isn’t helping the situation. If the salesperson isn’t being accurate, then the manager needs to support the salesperson with tools and guidelines. The manager should also assess if the salesperson is not capable and then encourage the salesperson to take a different position where his/her skills are more appropriate.

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Your Personal Brand Is Important

Your Personal Brand Is Important

I have had the privilege of working with some of the best salespeople in the world. At the very top of that list of excellent salespeople would be Dean Wiener. Dean recently put out a post on LinkedIn giving advice to other salespeople as to the importance of his personal brand. With his permission, I am posting it here in its entirety.

Dean’s advice is perfect for all salespeople to follow. It follows with my oft-repeated advice from my book Eliminate Your Competition where I point out that all salespeople need to make sure they are effectively selling three things:

  1. your product
  2. your company
  3. YOU!

Since nearly all companies are outstanding, you will almost never win or lose because of your company. It is virtually always a tie in an evaluation. The same is true of your product. In today’s competitive environment, it is unusual to have a product that is a slam dunk better than the competing products. Yes, you can have a product that is better at a specific time than its competitors, but eventually, the advantage weakens as competitors step up against your leadership. There is one item though that you completely control and you can personally make better every day – YOU! You need to be as strong or stronger value to your customers as the first three legs of the selling stool.

Re-read Dean’s advice again, and I am sure you will see value in his approach. Learn from his leadership.

Thank you to Dean for sharing this advice with the selling community at large.

You may purchase my book Eliminate Your Competition from your favorite book retailer. The ebook version is available at the most popular retailers such as Apple, Amazon, Barnes & Noble. The paperback version is also widely available at such retailers as Amazon, Barnes & Noble, and Books A Million.

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Stop Selling and Start Helping

Stop Selling and Start Helping

Zig Ziglar frequently told his audiences and students to stop selling and start helping. This is great advice. This is one of the critical steps of becoming a Trapper as opposed to one of the traditional salespeople: a Farmer, a Hunter, or a Gatherer.

I spend a lot of time in my book talking about starting the sales process early in the sales cycle. You cannot just show up at the last minute, make your pitch, and then expect to win. Sure, that scenario happens but it also ends in defeat more times than not.

In my book, Eliminate Your Competition, I discuss the decision-making process. Since all buying is merely making a decision and all selling is just influencing a decision, it is critical that you understand how a typical organization makes decisions. It is even more critical that you understand how your prospect makes decisions.

You may purchase my book Eliminate Your Competition from your favorite book retailer. The ebook version is available at the most popular retailers such as Apple, Amazon, Barnes & Noble. The paperback version is also widely available at such retailers as Amazon, Barnes & Noble, and Books A Million.

When you are spending time with a prospect early in their decision-making process, you aren’t asking them for an order. Your prospect is not ready to buy so asking for a rush the decision is merely a waste of your time. If you conclude that they are not prepared and walk away until they are ready, they will learn about the capabilities of the products in your space from others and not from you.

So it is essential that you help the raw prospect learn about your product and your industry. It is much better to help the prospect through that process and be patient with the evolution of their thought processes. It would help if you created standard documents, reports, and white papers to help the buyer become more informed about your product. You want these to be readily available for the customer because you don’t want to work at the education too hard. Essentially, you need to map out the key elements that all of your customers and prospects need to know and send this information to them over time. Think of this plan as a weekly lesson on your marketplace – every week you send prospects that are interested, but not quite ready to buy, a new lesson.

You also want to teach prospects that don’t even know they are prospects yet. People that you think will eventually need your product, but today they just haven’t acknowledged that they have a problem that you can solve. To do this, you need to show up and see them on a regular basis, not to sell them but instead to offer your assistance. What can you do for them today? You also need to send them a regular newsletter on your industry that makes them more intelligent about what is going on. This newsletter isn’t to sell them, but instead, it is to help them become more intelligent. As Zig famously said, “Stop selling and start helping.”

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What Is Your Personal Benefit To Your Prospect?

What Is Your Personal Benefit To Your Prospect?

There are three components to the benefits to every sales transaction. Those component benefits are the product that you sell, the company that you represent in that sale, and yourself. It is easy to understand the benefits of the first two, the latter can be more difficult.

Invariably, we all see ourselves through rose-colored glasses. It would be very difficult to do our job if we did not have a positive impression of ourselves but we cannot let that impression get in the way of our sale.

Create a standard Ben Franklin “T” chart on your Benefits and Detriments. On the left side, record all of the Benefits that you bring to your customer. On the right, put your Detriments. Make sure that each statement is in benefit format NOT feature format. You should be able to say each statement verbatim to a prospect and they will not respond with a “So….”

A bad example would be “I have been selling this service for the last 8 years.” A more appropriate statement would be “My 8 years of experience with this service allows me to guide a prospect through the decision-making process.” An example of a Detriment may be “I don’t understand the business drivers of my prospect’s industry.”

After you have created the chart, you need to use it. Make sure that all of your Benefits have been communicated to your customers and prospects. If you ask them the benefit that you bring to them, would they say any of the items on the list?

More importantly, look at your Detriments. How are you going to get them fixed? If this was a problem with the product or the company (the other two components) there would be a committee formed and people would be working hard to fix the issues. You need to do the same – sit down with your manager, your peers, and your trusted existing customers. Find their perspective on how you can improve the items on your Detriment list. You may even want to sit down with your significant other and let them guide your thoughts.

Another worthwhile endeavor in this process is to sell against yourself. Argue with yourself as to the true worth of a Benefit. This will make you defend its importance and develop a stronger case. Similarly, by internally berating a Detriment, you may discover how to make it a positive or at least diminish its negative influence.

This exercise only works if you are 100% honest with yourself. This is not your resume. You are only going to share this with 3 people: “Me, Myself, and I.” Use this list to focus on your Benefits and to take corrective action on the Detriments.

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Time Is Your Enemy. Here Are Some Tips To Eliminate It As Your Competition.

Time Is Your Enemy. Here Are Some Tips To Eliminate It As Your Competition.

Time will beat you in every deal if you let it. It is a constant competitor. It is relentless. It never takes a break.

In every deal that you lose, you could possibly say that you just ran out of time to convince the prospect that you had the best solution. Whenever you do a post-mortem on your lost deals, it usually comes down to a simple realization, you didn’t spend enough time on with key decision makers. Sometimes you were blocked from spending time with the decision maker that turned the deal against you, but we all know that those blockers can be defeated given enough time.

We also know that time kills good deals. On old manager told me a statement that I often repeat, “The only things that get better with time, are cheese and wine.”

Using your time effectively is critical to your success as a salesperson. Hopefully, I can give you some tips to encourage you to do a better job, but I do have some bad news. You have probably heard all of these tips before. There is nothing new I can tell you. The only difference is that you decide to do something about it this time, or you don’t. You can always procrastinate about getting better with time management.

Here is the reality, if time is your biggest competitor, then procrastination is his coach and champion. Procrastination will help you become a very mediocre salesperson. Procrastination helps time eliminate you in your deals. You need to overcome procrastination.

To beat procrastination, you need a friend/coach/champion for yourself. That friend/coach/champion is urgency. Sometimes urgency can come from your manager, but when your activity becomes so low that you need your manager to give you urgency, then there is a good chance that your job is in trouble. That is not a good thing. Try to be urgent without your manager helping you.

Maybe your urgency comes from your spouse and family. That is good urgency. That means you are staying on top of your business for the benefit of others. You want to close all the deals that you can find so that you can provide for your family. You want to give them all of the great things in life that they desire and deserve.

I know salespeople that keep a picture on their desk or as the background of their computer merely to establish that urgency. To remind themselves that they are working hard so that they are providing a great life for their family. That is a good urgency.

How urgent are you?

Here is a bit of math to help you increase your urgency and eliminate procrastination as a competitor which in turn will help you beat time.

Assume that you have a 1 million dollar quota. Also, assume that the average product sale for your company is $50K. To continue this scenario, lets assume that you have learned from the most successful salespeople in your company that in order to consistently do 150% of quota (or $1,500,000 – remember that you should always think of your goals as a complete number!), you will need to close at least three deals for four times the average deal size. In other words, you need to close three large deals of 200K each.

While you have an annual quota, it is best to think that you always have to do 150% of quota in any given 12-month window. So in the next 12 months, you need to close:

3 – 200K deals for a total of $600,000.

18 – 50K deals for a total of $900,000.

You need to close 21 deals, and three of them need to be large deals to achieve your goal of 150% of quota.

The Power Matrix that I describe in my book Eliminate Your Competition suggests that you should cover 9 people in your small deals since they are less than 10% of your quota. It also tells you that you need to reach 25 people in your three large deals.

Some of those people that you need to cover in the Power Matrix you will meet with only once but others you will visit with many times. Some of your meetings will have multiple people in them. For rough assumptions, let’s assume that you need twice as many meetings are there are people that you need to cover. Therefore, you need 50 sales calls on your big deals and 18 sales calls on your smaller deals.

The above math means you need to make 150 (3×50) sales calls on your big deals and you need to make 324 sales calls on your small deals. That is a total of 474 sales calls or just shy of 10 per week. It also means that roughly ⅓ of your sales calls are going to be on large deals.

If each sales call is 45-60 minutes, then the overall time for each meeting is about 90 minutes from parking lot to parking lot. That is 42,660 minutes of sales calls every year for the deals that you win.

You will never win every deal. If you follow the suggestions of my book, Eliminate Your Competition, then you will eliminate your competition far more frequently than you will be eliminated. Let’s assume you win 75% of your deals. This means you will work just as hard on the deals you lose as those you win. That means that you need to increase the 42,660 minutes by 25% which is an additional 10,665 minutes. That is a total of 53,325 minutes of sales calls per year and approximately 12-13 sales calls per week.

There are approximately 120,000 work-minutes in a year. You can do this. In fact, you can easily do this. The only issue is if you procrastinate. If you procrastinate then procrastination’s friend, time, will eliminate you from some of these victories and from achieving your goal.

I talk in my book, Eliminate Your Competition that you need to be making sales calls before the customer starts their decision-making process. Assuming that means you are calling on the customer 36 weeks before the order (the assumption that I make in the case study in my book Eliminate Your Competition) then today, you need to be calling on 19 opportunities (21 divided by 50 working weeks in a year times 36 weeks decision-making timeframe multiplied by 1.25 because you lose 25%). At least three of those opportunities need to be candidates for big deals.

More math, you have to make 12 sales calls this week. Above, we determined ⅓ of those have to be on deals you think could be large deals. That is 4 per week.

Hopefully, this math (modified to match your quotas and average sales metrics) helps you create the urgency to achieve your goals.

You may purchase my book Eliminate Your Competition from your favorite book retailer. The ebook version is available at the most popular retailers such as Apple, Amazon, Barnes & Noble. The paperback version is also widely available at such retailers as Amazon, Barnes & Noble, and Books A Million.

Here are some tips that will now help you develop your time management.

1 – Set goals

I discussed in an earlier article on how to set your goals, but now you can amend that with the math above. For instance, in this article, you need to make 12 sales calls this week. Also, you need to make four sales calls this week on opportunities that are going to be large deals.

2 – Find a good time management system and use it.

Everyone is different in how this works. There are lots of blogs out there to help you. Pick one and stick to it.

3 – Tackle your biggest tasks in the morning.

The different systems out there will give you different advice. However, as a salesperson, your day will almost definitely get crazier as the day goes on. Therefore, every morning you need to make sure you accomplish your number one task before you do anything else. In my opinion, your number one task every day is to make sure that in the next two weeks, you have 12 appointments scheduled with four of those appointments being for deals that are expected to be substantial.

4 – Follow the 80-20 rule. Another great time management tip is to use the 80-20 Rule, also known as the Pareto Principle.

In this case, 80% of your revenue is going to come from 20% of your activity. The Pareto Principle reinforces that you need to focus on your big deals as you need to have your 25 people in the Power Matrix covered and comfortable with you, your product, and your company.

5 – Schedule email response times.

Don’t respond to incoming emails until you accomplish your top goals for the day. Yes, this is difficult, but you need to ignore the marketing emails and even the emails from your boss until you get your top goal accomplished – get your appointments scheduled for the next two weeks.

6 – Take frequent breaks when working.

If you have an office day, you need to stand up and walk around every 45 minutes. Get a coffee or water. Look outside for a few minutes. Please don’t go out and smoke though because smoking is an almost guaranteed trip to the hospital or the morgue when you get older.

7 – Meditate or exercise every day.

Some time-management gurus will tell you to do this first thing in the morning. This may not be possible for some sales professionals due to interactions with customers or maybe the home office in other time zones. Instead, either workout or meditate (or both) sometime during the day. If morning works for you, that is better, but daily is essential.

8 – Make to-do lists in the evening for the next day.

Before you check out of work for the day, update your task list. If you prefer a piece of paper, then rewrite a clean version for the next day. If you prefer a software-based task list, review it and make sure it is accurate. Make this the last thing you do every day. Make sure that making your goal for appointments per week is one of the top one or two things for the next day.

9 – Turn off social media app alerts.

Every day you will log into social media to make sure you are appropriately communicating to your prospects. You need to create a reputation that you are making them smarter. However, confine this interaction to once in the morning and then once in the afternoon. For your personal social life of looking at cat videos and pictures of your niece – do that in the evening on your own time.

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Great Salespeople Must Be Good Listeners

Great Salespeople Must Be Good Listeners

It has been said that “Rapt attention is the highest form of flattery.” I believe that Dale Carnegie said that quote first, but it is hard to tell and actually doesn’t matter. The quote is insightful.

If you want people to listen to you, then you need to listen to them. To truly listen to someone–not just to hear the words the other is saying but to pay attention to the message contained in the words–is the highest compliment we can give another person. It means that the other person is important enough to us so that we are willing to give him or her our most valuable commodity: our time.

Listening can provide a bond of intimacy that deepens our connection to others. It can enrich our personal relationships. It can increase our earning potential as a professional salesperson.

Listening is a skill that can be acquired and developed with practice. It is difficult to fully concentrate on what is being said rather than just passively ‘hearing’ the speaker. Here are some guidelines:

  • Minimize both internal and external distractions.
  • Show you’re listening by your nonverbal communication and physically demonstrate empathy to the speaker. Some self-help tomes that discuss listening will tell you to maintain a neutral physical position and not respond to the speaker. This is silly and unnatural. Show that you are indeed human and react to the speaker’s thoughts appropriately. The reaction will help you actively engage in the opinions being presented by the speaker.
  • Don’t interrupt and don’t be judgemental. Let the person finish what he is saying before you explain your point of view or ask questions. (More on this below)
  • Stay focused on the subject.
  • Be prepared to clarify and summarize what you are hearing. This will become even more obvious in the next few paragraphs, but you need to remind yourself that you are going to use this what the speaker is saying later in the conversation. This may require you to take physical notes but, at a minimum, you will need to make mental notes.

Once you have listened to what your prospect is saying, you need to do nothing. Take a breath. It doesn’t need to be a cleansing breath to relieve stress, but breathing is a great clock manager. Most adults do a complete breath cycle (in-then-out) in about three or four seconds when you are not exercising. Three or four seconds is a significant pause. During that pause, continue to look directly at the now silent speaker.

There are two reasons for the one-breath pause. The first reason is you need time to think about what you heard, and you need time to think about what you are going to say. The second reason is that nature abhors a vacuum and it is very likely that the speaker will fill this silence with more words. In that case, you will have more information about the next thing to say. In almost every case, you do not want to speak until the other person is completely done speaking (remember the “don’t interrupt” rule above).

During this one-breath pause, you must decide what kind of Trap has been just set for you. Make no mistake about it, if the prospect has just talked to you about things that pertain to you, your company, or your product then it is a Trap. I explain this much more in my book Eliminate Your Competition, but every response that you have to deal with is a type of a Trap. The three types of Traps are:

  1. Accidental Traps – this is honest information gathering by the prospect, not an actual evil Trap designed to destroy you. It is an opportunity to lose the sale, and it is an opening to Trap the competition.
  2. Unintentional Traps – In this case, the prospect doesn’t know he is being used by the competition. This is the most frequent type of Trap.
  3. Collaborative Traps – Competitors place these Traps with the full knowledge and assistance of the prospect. Collaborative Traps are relatively rare in most sales campaigns, but they are the most dangerous if misdiagnosed.

I discuss this in much more detail in my book. You may purchase my book Eliminate Your Competition from your favorite book retailer. The ebook version is available at the most popular retailers such as Apple, Amazon, Barnes & Noble. The paperback version is also widely available at such retailers as Amazon, Barnes & Noble, and Books A Million.

Now you need to respond. It takes practice to respond effectively. This practice should be in the comfort of your home or office. Maybe a co-worker or manager can help but if not, practice with a mirror.

Your response should be to escape the Trap that was just set for you and set a Trap in return. Remember, you are not trying to Trap your prospect; you are Trapping your competitors. Also, it is not a bad thing that you help your prospect find deficiencies in your competitor’s offering; you are helping them to make a sound decision with all of the facts. Also, you cannot set an effective Trap if you do not listen intently.

The four primary steps in escaping a Trap are:

  1. Clarify the meaning of the question.
  2. Acknowledge the business importance of the request.
  3. Respond to the request with a well-thought-out answer.
  4. Using the steps below, set a Trap that is similar to the original request.

The four steps in Trap setting are:

  1. Develop the need with Bait (this is explained more fully in my book Eliminate Your Competition).
  2. Confirm that you meet the need.
  3. Question whether the competition meets the need.
  4. Request feedback on how the competition responds.

If you haven’t read my book Eliminate Your Competition, this may seem difficult to pull off. Hopefully, after you have read my techniques in the book and you have practiced it a few times, it becomes easier to accomplish.

Escaping a collaborative or accidental Trap is much more critical and challenging to accomplish than escaping an unintentional Trap. The successful Trapper understands that he will lose the sales campaign if he cannot listen effectively and escape Traps.

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You Lost The Deal – Get Over It! There’s No Crying In Sales

You Lost The Deal – Get Over It! There’s No Crying In Sales

You lost. The customer decided to use a competitor’s product. You will not be getting that commission check.


I will not insult you by saying that it is just business and wasn’t personal. It is affecting you in a very particular way. You may feel inadequate or anger. You may also be in disbelief. You may be frustrated and disenfranchised. You may also have some fear and doubt. There may be some loss of income or anticipated income due to this loss, and now you will have to tell your significant other that the check won’t be as big.

Worse than all of those feelings, you may feel shame within your peer group and your company.

These are all common feelings, and you shouldn’t kid yourself into believing that they aren’t there. Instead, you should deal with these feelings head on and accept them. Plenty of ‘feel good’ books out there will lift your spirits, and my book is not one of them, and this site is not for crying.

To steal Tom Hanks’ line:

There is no crying in sales.

The best advice I have is to get right back out there and keep selling. You need to internalize these feelings and make them motivate you to accomplish more and be more successful. You have just felt emotions that you don’t like and don’t want to feel again. Use this as motivation to avoid these bad feelings again or to have the desire to inflict these emotions on your competitors.

Ask yourself these questions (if you haven’t read my book Eliminate Your Competition then these may not make sense – maybe that is why you lost).

  • Did you fill in every box of the Power Matrix? Were all those people unique?
  • Did you set up a Relationship Map that mapped all of your resources to the appropriate person at the prospect?
  • Did you set up Personal Vision Goals for every person in the Power Matrix?
  • Were you late to the deal and you acted like a Hunter rather than a Trapper?
  • Did you lay out the evaluation plan for the prospect?
  • Did you lay traps for all of your competitors?
  • Should you have focused on the winning competitor differently? Was it an A competitor that has similar capabilities or was it a B or C competitor that took the evaluation into your weaknesses.
  • Did you effectively sell your product, your company, and yourself?

If you don’t understand these questions, then you need to spend time with my book Eliminate Your Competition. It is designed to help you win more frequently and maximize your commission. You may purchase my book Eliminate Your Competition from your favorite book retailer. The ebook version is available at the most popular retailers such as Apple, Amazon, Barnes & Noble. The paperback version is also widely available at such retailers as Amazon, Barnes & Noble, and Books A Million.

You were outsold! Don’t make any other excuses for the loss. Accept it – you got beat. Now you must figure out what things caused you to be outsold. The wise outdoorsman trapper inspects all of his traps that are empty to find out if there is something wrong that the prey got away. You need to do that yourself if you want to be a Trapper. Hunter’s miss the target all the time and they make the excuse that the prey moved at the last second causing the miss. Farmer’s blame it on the environment when their efforts don’t produce results. Gatherers talk about all of the other business that they still have for that customer. However, a Trapper figures out what went wrong:

  • Did they not understand the prey?
  • Why didn’t the trap work?
  • Did they not place the trap in the correct location?
  • Did they use the wrong type of bait?

The big issue here is that you do not lie to yourself. You can lie to your boss. You can lie to your spouse. You can lie to everyone else, but do not lie to yourself.

Did you really do everything you could to win that deal?

Answer the above questions. Learn from your loss. Now get back up on that horse and make it happen.

Header Photo by JamesDeMers (Pixabay)
Thank You Notes

Thank You Notes

When you were younger, did your parents make you send a thank you note to everyone that came to your birthday party and brought you a present? When you were married, did you and your spouse send thank you notes to all those that came to your wedding and wished you a long, prosperous and happy relationship?

So why don’t you send thank you notes to the customers and prospects that complimented you with the time allotted for a significant customer meeting? Even worse, why don’t you send them a thank you note for every order your customer places? You know they have competition for their time and money – don’t you think it is worthwhile to send a quick note thanking them?

Typing an email to your prospect for the meeting is easy. Thanking your customer for the latest order is easy.

All you do is just open up your email editor and send that person an email. In fact, it is so easy it almost has no value. Your competitor is also opening up his or her email editor and sending your prospect an email in thanks for the great meeting or demo. The difference is that your competitor is trying to encourage your prospect to eliminate you as a consideration for this upcoming decision. If you don’t match your competitors then they have the advantage. They are showing that they want your customer more than you want your customer.

In my book “Eliminate Your Competition” I explain that if your product (meaning your product, your company, or you) has the same feature with the same benefit as your competitor’s product, then it has almost no value in the sales process. Anything that results in a tie doesn’t eliminate your competition. It simply makes you equal. You are the same as your competitor. A feature that makes no difference in the sales cycle is not a feature, it is simply a checkmark. You may purchase my book “Eliminate Your Competition” from your favorite book retailer. The ebook version is available at the most popular retailers such as Apple, Amazon, Barnes & Noble. The paperback version is also widely available at such retailers as Amazon, Barnes & Noble, and Books A Million.

Check, you have the functionality. Check, your competitor has the functionality. Tie. No differentiation.

If everything ends in a tie, then you don’t eliminate your competition from consideration. Your prospect can merely flip a coin. Who cares what product is selected? It is a commodity, so one vendor is as good as the next.

If everything ties then you end up with only one differentiator: which product is cheaper?

You need every advantage you can create! You need to win all of the big feature battles and big benefit battles. You also need to win the little battles as well. To eliminate your competition, you need to win every part of the sales campaign. You need to leave nothing to chance.

Since everyone can send an email thank you note, you need to do better. I suggest a handwritten thank you note. Yes, the old fashioned way. A piece of paper with ink on it sent via snail mail.

When was the last time your prospect received a nice piece of correspondence from a non-family member via the USPS? Probably months, but it could have been years! For that matter, it could have been NEVER (until you knocked on their door)!

Do you think that your customer will remember you sent a written note? Absolutely. Do you think it will be the reason that you won the order? Probably not, but then again do you think it will hurt? Do you think you will lose the order if you send a handwritten note?

Go buy some distinct stationery and some stamps. Don’t be the same as your competitor – be better.

Header Photo by 6072518 (Pixabay)