How to get Business Referrals
Getting referrals is beyond the most common method taught new sales persons as a means of lead procurement. It is an excellent source of business. Talk to any veteran salesperson, and he will assure you they ask for referrals every time.
Now, walk up to any salesperson in your organization and ask to see his list of prospects, just the referrals please. Can't seem to find them? Perhaps they were either left at home or in the car, or maybe he ran out of paper and used them for the office football pool. The truth is, this is one of those situations where everyone agrees that it is a great idea. Unfortunately, most lack the skills to get them on a regular basis. They get some rejection because of that and windup using other lead procurement methods.
Most salespeople ask, "Do you happen to know anyone who wants to buy _______?" Of course, they usually don't, so the salesperson decides that it just isn't working and quits. Here are some tested methods that have worked for professional salespeople for years:
The common denominator When I've worked with salespersons on sales development programs, I identify the common denominators that make a good prospect for that business. I then turn them into what are often called "memory jogger" or "trigger questions". For instance, when I was selling commercial security systems, I knew that new business owners, businesses who have relocated recently and people who have had a crime problem are all good prospects. My salespeople were trained to inquire about (after closing and completing the sale) recently relocated businesses, people with crime problems, and any new businesses. For a company selling wireless phones, however, salespeople and people on the go were two common categories of good prospects. Our salespeople asked about the possibility of any friends being in sales or simply always on the go. For people selling office equipment, companies that are in the process of moving are always prospects, and another common prospect are companies doing very well and expanding their facilities. I'm sure my readers can come up with a few more.
Although most people don't know anyone who wants to buy anything, they do know other people. A salesperson must ask in terms to which people can relate in order to get the memory flowing.
The address book, once in a while, people can't think of prospects for you even with the "memory jogger" or "trigger" questions. After some blank stares in response to questions the salesperson can ask, "Fred, where do you keep telephone numbers for reference? An address book? Could you get it please?" Let the prospect thumb the book completely for each trigger question.
Some salespeople feel that a new customer might object. They rarely do if they perceive you as creditable. If they have just purchased from you, then they should have positive feelings and want to share their great opportunity with friends. People object only when the salesperson is rude, has a bad attitude or is otherwise offensive. To have made the sale in the first place, you have probably already built a relationship upon a foundation of trust and mutual benefit, and if you have done a good job for a client, he should have no problem helping you get more sales.
The reward Often, companies and salespeople will offer a reward for a prospect name that becomes a buyer. This is perfectly acceptable, provided the reward is not excessive. It is very important to keep in mind that most people you are doing this with have only recently signed up. Offering some extravagant reward might offer the impression that you are making big bucks on the sale. Worse, they may start wondering if they just paid too much. If you can, make the reward something connected to your business. An extended warranty, a free service contract or additional product all work well. Alarm and phone companies in the above examples used a period of free monthly service for new clients.
The unsale How many times have you called on a prospect only to find after talking with them he or she was not really a potential customer. I have gotten a lot of miles out of so called "dead horses" with a conversation along these lines:
ME: Well Jack, it looks like this isn't for you. Is that a fair statement?
PROSPECT: Sure looks like it. It's a shame you came all the way over here.
ME: Thanks Jack, I appreciate your concern. Perhaps you could do me a small favor.
PROSPECT: I'll try, what is it?
ME: Jack, put yourself in my shoes for just a minute. If you were me, who do you have listed in your address book that I should be calling on?'
It doesn't work every time, but most people, with a little encouragement, will get out an address book and search for you. If they come up with some names I then contiue:
ME: Jack, of all those names, who would it make the most sense to call on first?
PROSPECT: (Gives me a name)
ME: Do you have his phone number?
PROSPECT: Yes.
ME: Could you please dial him and tell him I'll be stopping over shortly?
Through all of these methods, I have been introduced to people whom I never would have called up on because they were next to unapproachable. In my career, I've made some very big sales with this one technique. With the careful practice and implementation of these methods, hopefully you and your sales staff will do so as well.
Good luck and good selling!
Now that the nature of marketing has shifted the power to buyers over sellers, new marketing strategies are required.
