Handling Sale's Meltdowns

Handling Sale's Meltdowns

Sales is a tough gig. Sometimes the whole sale's meeting turns out to be a disaster. I had one of those today. I had met a representative from the company, who was not actually the right person to sell to, but who I asked to introduce me to the buyer. This duly happened, the appointment was made with the buyer and I turn up on time. I am sitting in the meeting room waiting, when the door opens. A solid wall of negativity hits me as the buyer comes in to the room. Was it a bad day, is every day a bad day for them, were they unhappy that I had extracted a meeting thrrough my contact? Who knows what the issue was, but it was definitely an issue. 

I was reflecting later that it has been quite a while since I have had such a negative sales meeting. Of course many don't buy and many never answer your emails, but that is part and parcel of selling. What do you do though when you realise from the body language that this is going to be hard? 

Well you need to do your best. Unsurprisingly, the buyer insisted that I do my pitch rather than go through any discovery process around potential needs. This is always a very, very bad way to start a sales presentation. Handing over your solutions when you don't know what the problems are is a methodology designed to fail. 

Today's respondent was not cooperative in the answers, as I tried to dig. You can't control that, but you still need to ask. The meeting is going badly, you know it and so you need to start thinking about extracting yourself because there is no value here and no possibility of this amounting to a sale. 

One of the things you can do after the meeting though is get someone else in the company to be the contact point, given you found you were radioactive, as far as this buyer was concerned. In my case there was a chance to do some follow up by sending some links with more information. I will ask one of my Japanese salespeople to do that and take myself out of the picture. 

I also suggest that we mark our calendars and do followup with this company in a few years time. The buyer told me they were two years into the job, so probably expect that in around two years time they will have been replaced by someone a lot nicer and a lot less difficult to work with. Keep them on your mailing list for updates from your newsletter, but also check to see if they opt out.

The other important thing is to keep your confidence high. Having a bad meeting like that can sap your belief in yourself. Sales is a rollercoaster of emotions. Elation with a sale and depression with a rejection. To keep ourselves intact we need to face rejection in a way that we can pick ourselves up again and go back out there and try again.

In my case, I always think that buyers who don't buy are idiots. I know that what we offer is high value, has a proven track record and will get results for their organisation. I see this person as doing a poor job for their company and in fact I see them as damaging their own firm.

This is a mental trick I use to keep myself positive in the face of failure. Of course we should reflect on what we could do to improve our sales presentation, but if we did our best, it was professional and they were a pain, then don't hesitate to protect yourself emotionally and lay the blame at the feet of the buyer. Then get back out there straight away and get the sale with the next client.

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About The Author

Dr. Greg Story: President, Dale Carnegie Training Japan

In the course of his career Dr. Greg Story has moved from the academic world, to consulting, investments, trade representation, international diplomacy, retail banking and people development. Growing up in Brisbane, Australia he never imagined he would have a Ph.D. in Japanese decision-making and become a 30 year veteran of Japan.

A committed lifelong learner, through his published articles in the American, British and European Chamber journals, his videos and podcasts “THE Leadership Japan Series”, "THE Sales Japan series", THE Presentations Japan Series", he is a thought leader in the four critical areas for business people: leadership, communication, sales and presentations. Dr. Story is a popular keynote speaker, executive coach and trainer.

Since 1971, he has been a disciple of traditional Shitoryu Karate and is currently a 6th Dan. Bunbu Ryodo (文武両道-both pen & sword) is his mantra and he applies martial art philosophies and strategies to business.