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Closing the door on a customer who cannot pay is rather expensive to the salesperson and to the customer as well, assuming the product or service is really needed in business.  That’s why, before setting for the closed door option, it pays to review the facts of the case with some pertinent question in mind.  Can the salesperson save the account?  Is there anything that can be done to turn the credit problem into a sales opportunity?

There are credit problem that little or nothing can be done about, some that can be worked around, and some that may be able to turn to special advantage.  The following guidelines can be applied when handling credit problem:

1.)     Find out why the credit problem exists by talking to the customer.  Also check with other sales representatives who do business with the customer.   Find out what should be done and then apply certain measures in dealing with it.

2.)    Help the customer reverse the misfortune. An experienced salesperson will be credible in helping the customer analyze the stores operations and potentials, providing constructive tips on purchasing, inventory management and employing sales personnel with pleasing personality, positive attitude and ambition to help the business grow.

3.)    Thoroughly check product’s productivity.  Using the product properly will mean savings for the customer.  The need for training and demonstration as to how to use the product properly and productively is necessary to save time and money.

4.)    Try to undertake some constructive rule breaking.  A financial bind happens in every business particularly when a customer made considerable buying of goods in preparation for peak season.  A customer doing business for years may be worthy to be given a little consideration.

5.)    Maximize selling via C.O.D.  Encourage customer to purchase fast moving items to be able to recover immediately money invested.

6.)    Drop the account.  There are customers whose character is to give suppliers and sales representatives a hard time when it comes to payment, returned goods and damage claims that it doesn’t pay to do business with them.

Handling credit problem depends on the customer’s status, the company’s policy and the salesperson.

“Working against time” is a common expression among the professionals particularly those people in the field of sales.  But what does the expression really mean?

Any individual who is constantly “working against time” regard the clock as an enemy.  He is often late for something or going to be late for something.  A person may always seem to accomplish what has to be done however, he usually ends up a nervous wreck during the process or perhaps, unable to get everything right and on time.

A salesperson, on the other hand, who implements effective time management will surely accomplish the task more or even accomplish a lot better.

A group of time management experts concede that a comfortable atmosphere is the most conducive atmosphere for accomplishing assigned tasks efficiently.  To prevent being a “nervous wreck” during sales calls, the salesperson should be ready with the following at all times:

• Sales kit or selling materials are complete, well organized and regularly updated;
• Should have done the necessary “homework” before calling on a prospect;
• Ensure that the sales presentation is practiced thoroughly and well polished.

The salesman’s behavior or bearing can go a long way in helping establish the comfortable atmosphere in the office of the prospect that is necessary for effective selling presentation.

It is very important for a salesperson to always plan ahead what need to be accomplished.  Ensure to be always precise and consistent in organizing and managing, time proportionately.

The red tape that usually ushers the job of selling has cause many salespeople to be annoyed and disappointed.  They detest dealing with reports and paper works required by overcautious management particularly in the situation of today’s tense economy.  Add to this reality that while purchasers generally have full authority to negotiate prices and selling terms, a sales representative’s authority to negotiate is relatively limited.  The salesperson can sadly say little more than, “I’ll get back to you”, then obligatorily fill out a call report. The consequence of these inclinations is that salespeople have been forced into the roles of field scouts and paper pushers.  The result, high turnover of supposed to be able salespeople.

Innovation is necessary to reverse the alarming inclinations by expanding the salespeople’s realm of responsibility.  Examples are:

• Giving the salespeople full jurisdiction over call frequency.  For some companies, part of their goals is the making of certain number of calls to existing and prospective clients.  The salespeople are given a free hand to plan and schedule the calls as long as the goals and objectives are delivered on schedule;
• Providing the means in handling product complaints and solutions;
• Allocating certain percentage range for negotiating prices.

When the salespeople’s efforts are supported by the highest level technical and clerical support groups, sales will surely become healthy because the sales representatives are motivated to perform better and ultimately sell more.

The best remedy that can help salespeople to do their job in selling:  More support and less hand-holding from management.

Everyone is aware, particularly in the field of sales, that the “gift of gab” is a useful attribute in persuading people.  However, a person can stumble when this precious attribute is not use with caution.

The fundamental rule of good listening is to know when to keep silent particularly during the following conditions:

• Be silent and listen intently when the buyer appears skeptical to be able to determine what the buyer is doubtful about.

• Listen explicitly and say as little as possible when the customer is explaining a problem.  The more help that can be given to the buyer in solving a problem, the more useful a salesperson will be to the buyer.

• Keep silent and listen carefully when not sure 100% as to how to fill the customer’s needs.

• Listen hard when it seems that the buyer is not convinced about the product, the company and the manner of presentation.  The sooner the salesperson can find out why, the reason for blocking the sales will be determined immediately.

• Listen suspiciously hard when the buyer registers a complaint. The technique in listening could spell the difference between keeping and losing the account.

• Listen well when the objective is to determine the best method to apply for a particular situation.  The clue will come out easily through effective listening.

• Listen when the buyer does not seem to be responding well to the product or service’s features and benefits being pointed out.  Through listening, the customer can express the reason why.

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As leader of a sales team, a sales manager is expected to motivate in order to achieve sales goals, to manage and solve problems fast and objectively, to fairly discipline erring subordinates.  Most importantly, sales managers need to inspire teamwork and cooperation while maintaining the interest of every member to perform their best.

Enumerated is the first series of some pointers which can help a sales manager to also become an effective leader:

• Sales people should be treated the same as best clients are treated.
  • Listen to their needs and respond appropriately.
  • Listen carefully to their ideas, triumphs and problems.  Give them undivided attention while talking to them which for sure will be truly appreciated.
• Should there be something to be done that is going to be disliked by the salespeople, this must be thoroughly explained.
  • Allow the salespeople see the overall picture.
  • Make the salespeople feel they are part of the whole organization and their efforts and cooperation are important to the total growth of the company.
• Provide due recognition to sales people for their sales achievements.
  • Make announcements during meetings, issue memos or post announcements on the bulletin board.
  • Remember, most successful people are working not only for money but also for rewards brought about by the challenge and excitement of winning.
• Sales people are to be praised in public but reprimanded in private.
  • Give the salesperson the chance to explain before making any criticism.
  • Begin the discussion with a question not with accusation.
  • Show concern for the salesperson welfare.
  • Praise salespeople as much as possible, but praise should be specific.  This will surely result to eminent loyalty and more sales.
• Hold short meetings often with focus only on the positive.
  • Talk only about sales made.  This will inspire more confidence.
  • Remain positive whether sales are up or down.  The attitude of positivity or negativity is highly contagious.  It sets the mood for the entire team.