Sales isn’t easy, but I’ll never forget one of the less complicated sales I’ve ever made in my entire 15+ year sales career.
I was entering my third season working for the NHL Detroit Red Wings.
After a promotion into a role as a “Premium Sales Account Executive,” my main job was to sell premium seating and suites at Joe Louis Arena, the Fox Theatre, and Comerica Park. To effectively do this, the goal would be to schedule and meet with large and small sized businesses and corporations outside of the office. (Read: if you were working *in* the office, you weren’t really doing your job.)
I took much of what made me successful as an inside sales representative and tried to map it to this new role. On any given week, I would have nine (9) to twelve (12) meetings lined up (roughly two meetings a day). The vision in my head was to turn my outbound prospecting to an inbound pipeline.
- Some meetings were great because they were supposed to be (example: someone who reached out inquiring about a ticket or suite package), and we’d close the deal in a matter of days.
- However, some meetings were just a waste of time (example: I happened to be in the area, saw that a business did some advertising locally, and figured to get a meeting with someone). I’d be lucky if anyone called me back.
Luckily, someone from latter category did call me back, and it was completely unforecasted in my sales pipeline.
The Tuesday meeting was with a construction company based about 30 miles away from my office in downtown Detroit, Michigan. I had a meeting with another (and much larger) company just down the road and figured to schedule one or two more while I was out that way.
When I got to the address, I was shocked to see a regular house (like, a residential home). I took a deep breathe thinking “Well, I’m here. Might as well..” and walked inside.
Inside the door, I saw the business owner sitting at a desk with piles of papers and folders to the left and right of him. I sat down, quickly introduced myself, handed over a small swag bag (usually filled with items and giveaways from previous game days as a sign of goodwill for taking the meeting), and we got down to business after talking about the last night’s game.
The business owner informed me that they were looking to do some additional client entertainment this year, and they hadn’t invested in any type of tickets or a suite in the past.
“Wow, this actually might lead to something?” I said to myself quietly.
And after understanding their budget range and the timeline in which they were looking to move, I told him that I’d get back to the office tomorrow and send over a proposal.
“Typically, we hear back on proposals like these within five to seven business days. Would that work for you?” I asked.
“Sure,” they replied.
We shook hands, and I walked out of the office feeling cautiously optimistic.
The next day, as promised, I sent over a proposal with two options — an option that was pretty basic, and a second option that had a slightly larger hospitality package based on the information and context the business owner provided to me.
I waited six business days. (I held back calling them on the fifth day, but I didn’t want to wait until the seventh day. I’m pretty impatient.)
I picked up the phone, dialed the number, and got in touch within two rings.
“Hey [name omitted] — it’s Kevin with the Detroit Red Wings!”
“Hey, Kevin! Good to hear from you!” they replied.
“Likewise! Hey listen, it’s been about six days since we last exchanged emails on the proposal, “ I said. “Obviously, we’d love to host you, your business, and your clients with us this season. What are your thoughts?”
“Oh that’s right,” they responded. “Let me take a look right now hold on….”
They put me on hold. “There’s no way they are going to move forward,” I said to myself silently.
“Yeah — Kevin — appreciate this. Let’s do option two — the larger package. You got a pen ready? I can give you my credit card now.”
What just happened? I just closed a deal that I thought had zero potential. Did I just get lucky?
After payment over the phone, my new client e-signed the contract, and we closed the deal. The other organization I met down the street decided to pass on any opportunity at that time.
Sales is a numbers game.
You have to fill the pipeline in order to create opportunities to close (see image above).
I recommend a restructure to this Glengarry “A-B-C” logic, particularly when it comes to setting new sales meetings. Aim to set at least three (3) meetings a week for each type of prospect below:
- “A” prospects: these are the inbound inquiries that come through the website, the referrals from other clients, and those that have expressed a clear desire to work. These types of prospects have the highest potential to work with you and your organization. While not a “slam dunk,” you’d handle these much differently than a cold call.
- “B” prospects: these are leads and opportunities that are similar in make up to your current client base (size, industry, geography, etc.). The pitch to these prospects would be relatively easy given your experience with clients like them.
- “C” prospects: the “Why am I even meeting with them?” meetings. You saw their contact information on a previous record or maybe a billboard on the highway. You figure to schedule a call on the off chance they could consider buying what you’re selling.
The point: on the average, you’ll close one deal from the “A” prospect category; one deal from the “B” prospect category; and [yes, wait for it] one (1) deal from the “C” prospect category.
The cliche is an accurate one: “Don’t judge a book by its cover.”
Take the meeting. You’ll never know what will happen next.
You don’t get lucky — you make your own luck. One of the ways to do accomplish this is to get your repetitions in, even on the days when you’re not feeling well. Sales is a contact sport, and if you play the game, you’re bound to get lucky every once in a while.
Let’s get after it. — KL
