Every salesperson loves to hate cold calling. What a lot of people need is a new way of approaching cold calling. Is it an art or a test of our tenacity? By diligently preparing (the art), can decrease the tenacity and fear of rejection that comes with cold calling.

Part of the love/hate story is the way you are forced to approach sales. The bottom line, though, is that most businesses can’t live without cold calling, and it can be very rewarding. Most people have heard the saying, “For every 100 no answers, you’re bound to get 1 yes.”

Analyze the problem from the point of view of a new seller. For starters, the typical sales manager probably doesn’t take the time to train new people properly. Usually the goals are simply set and the recruits are left on their own. Here is the normal process:

The “boss” of the Sales Manager gives the Sales Manager a goal, sometimes designed from the bottom up, but usually from the top down.

The sales force, including the new recruit, is in charge of execution.

The new recruit is given a number and hopefully a plan. This is where the foundations for the art it’s ugly

As a new seller, where do you go from there? Break it down into easy to follow steps.

Step 1: Embrace the Goal.

• If you don’t embrace the goal, you are stacking the deck against yourself. This is the defining moment for your make or break attitude.

Step 2: Develop a plan.

• Developing the plan is where you put your artistic flair into how you will accomplish the goal.

• Know what your boss wants you to sell.

• Determine the most profitable product or package.

• Identify key customers, key prospects, and competitors.

• You are now ready to implement a simple plan that is the art cold calling.

Step 3: Prepare a database.

• Think of the database as the canvas for your masterpiece. This is where the art starts

• First you have to choose a good one. Make sure you are familiar with the program, and it can be easily manipulated and updated. An example of a user-friendly product is Outlook.

• Next, you need to build your database based on your specific needs. Each industry requires something different, but basic information includes name, address, phone number, email, Facebook, LinkedIn, and Twitter account. You must be rigorous in the construction of the database.

• Those basics are the key, but the most important the thing to keep in mind is 1) when you last contacted; 2) points discussed; and 3) tracking element. Remember: often it takes 8 contacts to get the first meeting.

Step 4: Construction of the database.

• If the database is your canvas, the data is your painting. Those will be the contacts and related information.

• First, you need to identify the competition. This is what will enter first. A good salesperson knows the competition, its weaknesses and strengths. He plays his weaknesses with your company’s strengths.

• Next, you need to identify the key decision makers or Centers of Influence (COI) at each opportunity. This will minimize your time and effort. As an example, suppose you are selling a technical product. A young salesman calls the Engineering Department hoping to be introduced to the Purchasing Department. Actually, who makes the decisions is the Engineering Department. This could happen the other way around.

• One technique you can use to reach the IOC is to ask permission to present your capabilities to the Purchasing Department. COI identification comes with experience or experienced sales people. Do some background research, this will come in handy later.

• Before leaving the subject of the database, it’s important to set up tracking by date and what you’re tracking. Then stubborn about follow up. Don’t be over the top, alternate contact, polite contact, phone call, email, handwritten note.

Step 5: Involve contacts.

• When you have the opportunity to speak with the decision maker, ask yourself three questions and repeat them back to the decision maker: 1) Who is your competition? 2) What can you do to improve what your competition does for you? 3) What characteristics of a relationship do they value most and will make them consider doing business with you?

• Gather the information, take it to your office, and digest what you’ve been told. Sort it out and then do it over and over again until you get a clear picture of the market. Develop the pillars of your sales plan. You should continue to refine this data and be stubborn on his master’s creation artwork

• Don’t wait until the plan is done, or you won’t achieve your goal. Start from day one by building the plan to reach your potential customers.

• Please continue to maintain the database and follow up, follow up, follow up. The value of having your database up to date is that you can quickly prepare reports for your management, report on progress, advise on opportunities, and provide key market intelligence. You’ll be prepared for anything that comes along in your daily search for opportunities to quote, make the sales pitch, and close the sale.

Summary

In short, you need to remember that the plan is in constant development, but having a framework and plan to start with is key. This is the art of cold calling and will reduce the amount of energy you spend on tenacity. Following up and continuing to fill in the blanks is where your tenacity is put to the test. Cold calling is a combination of both. In the next part of this series, you’ll go into the details of how to make a sales pitch, ask for feedback, and respond to valuable RFPs and quotes, and get to that crucial “yes” when making the cold call.