Your newsletter was received. Once again, I appreciate it. I have a question for you. My place of employment is a magazine. I help get out to local parents for free. I am in charge of advertising sales for the publication. The most extended continuous publication is our magazine. It began here in (our area) and has spread to neighboring communities.
Two additional parent publications are also circulated in the same region. Our county has been receiving one of the periodicals since the year 2000. The other publication (might have) been on newsstands for roughly the same amount of time.
1. What can I say to marketers to make them see our publication as a viable advertising option? Among the many criticisms I hear, I frequently encounter these:
Second, I contact all of the rival publications’ advertisers to entice them to start advertising in ours. I’ve had better experiences with businesses that don’t spend money advertising in magazines. However, I have to persuade companies that don’t often advertise in parent magazines that doing so would be beneficial, given that everyone reading this is a parent.
Thank you for reading my newsletter regularly; please tell your friends about http://www.gaviningham.net so they may subscribe for free (but don’t tell your enemies)!
You’re not alone in this predicament; it affects many businesses in your industry. I want to share a short story with you…
There was once a joyful salesperson who offered innovative, cutting-edge goods and services in a nation far, far away. He could maintain his dominance because he was alone in the market. Customers looked forward to his visits because he taught them something new and kept them entertained as he solved their concerns…
Was there ever such a salesperson as the ones in fairy tales? I doubt it! It’s true that business nowadays may move at a breakneck pace, but speed isn’t everything in sales. A good idea is bound to be stolen. It’s great that you enjoyed some success being the only magazine on the market, but you know it can’t stay. The name of the game now is convincing customers that you are superior to the competition in terms of size, quality, and applicability to their needs.
Ignore your efforts to persuade people and replace them with a confident “knowing” that you are the greatest.
Put your thinking cap on and consider how your services are superior to those of your rivals. Customers tend to avoid salespeople who appear to be in a state of desperation. You must “act as if” your company is the only one of its kind in the industry. Perception is projection, so keep that in mind.
Second, remember that your customers probably don’t view all of you as identical.
They realize that telling you this puts you in a disadvantageous position. Customers typically believe they are in a position of power and that we will do anything to earn their business. You may begin to restore order if you slow down, think things through, and respond strategically.
Making an effort to prepare is essential for success in sales. Only through reflection and asking yourself, “How can I deal with that better next time?” will you improve.
“We already advertise in ABC magazine, and it’s distributed like yours.”
What about if we did…
OK, that’s cool. I’m not suggesting you switch right now, but you should check out our offerings to see if they fit well with what you already provide.
Or…
That’s OK; relationships are what makes businesses successful. At this point, all I want to do is learn more about you and your company to better assess how we may help each other in the future.
That’s fantastic. I’m glad you see the value in advertising here; unfortunately, our distribution differs from theirs. I’m not suggesting you make any abrupt changes; instead, I’d like you to consider how our offerings might support your long-term company goals. How frequently do you promote with…?
The point is to get them talking so that you can learn more about them, the goals you share with them, and the extent to which the service is helping you achieve them.
My book Objections! has more information on how to respond to common objections. Amazon.co.uk sells the author’s book “Objections! Objections!” (ISBN 1-905225-05-9).
What counts is not if your services are better or worse than the client’s but rather what the client perceives your services to be. This means you can make them believe that your services are more applicable to their needs at ANY time.
Regarding your second point, your approach is correct. A one-trick pony is doomed to fail more than anyone else. It would be best to reach out to people who have never used the service before and those who have already signed up. You’re absolutely accurate that selling to these two demographics requires a distinct approach.
Keep the pressure low initially for prospective customers who aren’t already advertising. They have probably been “sold” to before, so if they say something like, “I’ve looked into it before, and it’s not for me,” you should gently reframe their objection.
Just good with me. Please don’t feel obligated to purchase now; I’d like you to consider how our services can enhance your marketing efforts. Give me the lowdown about your current situation.
Pay attention to where they are, how they promote themselves, their goals, and how you might assist them.
Let’s face it: you won’t know if you can help them unless you ask and listen.
For the past decade, Gavin Ingham, a sales motivational speaker, and book, has been assisting sales professionals in transforming their inherent self-doubt, fear, and lack of desire into explosive sales performance. Gavin blends business acumen, individual best practices, and modern means of communication to inspire his clients to achieve sales success in their personal and professional lives.
To receive Gavin Ingham’s free newsletter, Sales Success — advice on outselling, outmaneuvering, and outclassing the competition — visit http://www.gaviningham.com today. Please recommend us to your friends and associates, but never to your rivals.
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