If you are selling into the correct account, they are not doing you a favor by taking in your product; instead, approach them with the confidence that carrying your brand will enhance their program.

ASK QUESTIONS

As referenced in the module about "building relationships," each buyer will have a specific personality type or blend of a couple of them. This personality type will dictate what information they want from you and what kind of relationship you will have.

Asking questions is a great way to understand better the type of buyer you are dealing with and build a bond. The second question should be how your brand can enhance what is already working or help you possibly fix what is not.

Sample questions for the buyer:

• Get to know them-
• How long have they been in the business?
• Where have they worked before, how long have they been here, etc.? 
• What is the background story of the place?
• Tell me a bit about your bar program:
  • What is their best-selling cocktail? Why do you think your customers love it?
  • What spirits sell well for you?
  • How long has the bartender team been with you?
  • Who creates the cocktails?
  • Can I drop off some products for R&D?
  • How often do you change the menus?
  • What days do you usually put in your orders?
• How can I help your team?
  • I would love to do a ______ (insert spirit category, i.e., Gin, Whiskey, Tequila, etc.) education for the team. Would that interest your team?
  • 
    
• What days do you usually put in your order? Can I tell (sales rep) to add on a case (insert name of the brand)?
• Here is my card. Can I have yours? Would it be okay for me to buy a few drinks when I return to town in three months? 

By asking them questions, you will better understand their customers and what matters to the buyer. By asking the right questions, you also get the buyer to say "yes," so it might be easier to say just that when you ask them to bring in your brand.

In this video, Lacy Hawkins shares how she has mastered the art of pulling out the NOs and turning them into YES.

In this video, I asked Lacy Hawkins, the National Brand Ambassador for Monkey Shoulder, and Nicola Olianas, Global Brand Ambassador at Distillerie Fratelli Branca Milano, about approaching "the ask." They both had a great perspective on avoiding the question of "what can you do for me?" by focusing on a more positive and productive conversation.

In this video Anthony Pullen then Vice President of Trade Marketing at Q Mixers and Stelio PapadoPoulos, Global Brand Ambassador for Jose Cuervo demonstrate how they use their knowledge of the marketplace and the consumer to convince owners it is worthwhile to bring their product into their bar.

CLOSING THE DEAL

I am sure you noticed in the video above that Lacy always ends the conversation by asking for the sale. Below are several tactics you can use to close the deal without being too pushy.

TACTIC 1: As Brand Ambassador, this is typically the most challenging part of the process. None of us wants to be salespeople. But this does not have to be complicated. Take time to build a relationship with the buyer and establish how your brand can make them money or solve their problem. Through those questions, you should learn about their program & why and how your product would be a good fit. You then can end with statements such as:

• It sounds like __(insert brand)__ would work perfectly in your program. Would you be open to me having your Rep put three bottles on your next order, and I will come in to conduct training and buy a few cocktails on my next visit?
• It sounds like you are getting ready to replace the menu and could use some ideas for some _(rum)_ cocktails. What If I drop off a few bottles for R&D and work with your staff on a few ideas?
• It sounds like _____...

Using the phrase "sounds like" shows the buyer that you have been listening and are ready to help them solve their problem.

TACTIC 2: The following tactic is more direct, but it will work well with an Amiable or Expressive buyer who needs to be led through the process.

1. Set the scene: "So what happens next is you let me know which of these you want to bring in. Then, I will let your Rep know if you want to order a case. We can schedule another meeting to discuss the right cocktail for the menu, the date and time for staff training, and when I can conduct account support."
   
   
2. Lead the conversation: Once you have shared all the information you need, your role is to move the conversation toward a close. Finishing this process with an effortless question is the key to gaining a rapid response and a positive outcome. i.e., In terms of putting in your order, who is your Rep? Would one case be enough to get us started?"

When they answer, asking them that simple question at the end (regarding putting in your order, who is their Rep?) means they are moving forward with your proposal. You could comfortably ask any question to close your scenario. The easier the question is to respond to, the easier it is for them to decide.

Having a concise and constructive "what happens next" conversation will mean that you successfully close more discussions in the first meeting and make more happen in the moments you have with people.

TACTIC 3: Offer THREE OPTIONS

People hate to feel manipulated and nearly always want to feel like they made the final decision. When someone needs help deciding, using these words can help narrow their gaze, reduce their choices, and make it easier to pick.

The words, "As I see it, you have three great options," help the other person through decision-making and allow you to appear impartial. You are simply presenting them with their best options, yet you now have the opportunity to display them in a way that favors your preferred outcome.

The rhythm of three makes for easy listening for the other person, and by leaving your preferred choice until the end, you quickly build the value of that option and load the choices so your desired outcome stands out as a clear favorite. 

EXAMPLE: Imagine you are trying to gain a menu placement, and they are on the fence about it. You could start by making a statement that sets the scene, such as, " from our discussion, you mentioned that your customers were open to trying new brands, but they mainly only sell well if they are on the menu. You also said that a few cocktails on the menu are not selling well.

*note: You would discover this information by asking the buyer questions in your early conversations. How do you generally introduce new products to consumers so they do not sit on the shelf? 2nd, what are your best-selling cocktails on the menu? Which ones are your slow movers? Why do you think that is? 

"As I see it, you have three great options.

• First, you could use your valuable time to have more meetings with other reps to find another Rum that fills that gap of sustainability, organic, delicious flavor at a great price point.
• Second, you could do absolutely nothing; keep your current selection and menu with a few cocktails that do not sell as well as you would like

Or

• Third, you could give this a try, bring it in, replace one of the slow-moving cocktails on the menu, and put one of these three great options on instead ( obviously assuming you had some options handy), and I will come back to support it to make sure it moves.

Of those three options, what will be easier for you?" 

After finishing with another set of words that ease them, pick one of those options. "What's going to be easier for you?" #1 is offf doing nothing sounds absurd, the table. #2 o and the only one left that makes sense is #3, the easy one you placed toward the end and stacked in your favor because you made that the path of least resistance.

TACTIC 4: Will it be enough?

ENOUGH? -TACTIC FOR UPSELLING THEM FROM ONE BOTTLE TO A CASE

In every circumstance in which you involve yourself in the decision-making process, you have the power to influence the actions of others. Some buyers, such as Amiable consumers, love to be led through the right thing to do, and assisting people in making their own decisions is a skill that will help you achieve more significant sales.

In face-to-face discussions with an account, the dilemma often arises over how many bottles they should purchase. The choice typically sits between two bottles or a case (many of us are so nervous that someone won't say yes that we lean toward the lower number). A better option is simplifying the decision with the question, "Would one case be enough for you?". No need to provide a detailed analysis of the benefits of one case over two bottles, such as a slightly lower price... ask the question, "Would one case be enough for your starting order?" or "Would one case be enough to get the cocktail on the menu up and running?"

This use of words drives the recipient to answer the direct question, and "yes" becomes the path of least resistance... they might say no, but if they do, the worst-case scenario is that they then only take in two bottles; either way, you made the sale".

Integrating this principle into all business conversations can considerably impact your results. If you offer someone the choice between two numbers, you have a fifty-fifty chance of a more favorable response. Yet a direct question involving only the more practical option and the word "enough" swings those odds far more in your direction.

IF THEY SAY

If they do say "no," make sure to have a follow-up question that they cannot say no to:

1.  "Just one more thing" keeps the conversation alive and helps you leave with something. You meet with someone to introduce them to your ideas and gain their commitment. They like you and your thoughts, but they are not so sure... and the meeting is coming close. You thank them for their time, pack your things up and head for the door. You can turn back to them with the words, "Just one more thing." When they think they have got away with not buying anything, you introduce a simple idea that is easy for them to try and bring them into your world with a far smaller decision than you had previously asked for.

• Asking them to sample one more thing: This is when you pull out a marque that you were saving, in case all others failed, or a bottled cocktail that you think would work on their menu, etc.
  
  
• Asking them to commit to a small order- "Just one more thing, would you be open to me placing a few bottles on your next order, so I can come back next week with a few friends and conduct account support?"
  
  
• Ask them when they are changing up their menu- "Great, would you be open to me dropping off a few bottles for R&D?"
  
  
• Inviting them to an event- "Just one more thing, we are hosting a _____ event; I would love to invite you and your team?"
  
  
• Introducing them to someone you think they should know- "Just one more thing, can I introduce you to ____, (my frozen drink machine guy...), he/she/they are the best, and after what you told about your program, I think a frozen drink would make you a lot of money."

LEAVING ON A "YES" KEEPS THE DOOR OPEN FOR FUTURE CONVERSATIONS

2. "How can I help?" Objections are a standard part of everyday life. We face indecision from others in our personal and professional lives and often have to accept another person's idea.

Success in negotiating is all about maintaining control in a conversation, and the person in power is always the person who is asking the questions. Treating every objection you face as nothing more than a question, you can quickly regain control of the conversation by asking a question in return.

EXAMPLES of common objections include-  

• I haven't got a room.
• It's the wrong time.
• I haven't got the money right now.
• I need to speak to somebody else before I decide this.

When such objections are raised, the worst thing you could do is respond with your counter-argument and make statements that disprove their current opinion.

Instead, you can tackle these common objections effectively by being curious about them and asking a question in the opposite direction, such as "How can I help?"

EXAMPLES 

• The buyer says, "I need to speak to somebody else before deciding this." You say, "How can I help? Is there any information I can provide you that will help you convince them to say yes? "
  
  
• The buyer says, "Really, I don't have room on my back bar right now." You say, "How can I help?"
  
  
• The buyer says, "I don't have room on my menu right now" You say, "How can I help?"
  
  
• When you ask them, "How can I help?" This shift of control now leaves the other person obligated to answer and keep the conversation going. It also allows you to let them know about your skillsets and showcase your "Power of Authority" by providing insights into how you might be able to help them solve their problem.

Below is a video with Giuseppe Gallo, the founder of Italicus Liqueur and Savoia Americano and a former Global Brand Ambassador for Martini Rossi, and Jorge Raptis, the former Brand Ambassador for Don Julio Tequila and now the Division Educator for Diageo’s SGWS.

In this video, give wise advice about the value of building partnerships and that forming genuine relationships is a long-term proposition..

BUILDING A PARTNERSHIP 

Your goal for any account is to build a partnership that works for you and the account. As Lacy Hawkins explained, if you are in the correct account, they are not doing you a favor by bringing in the brand. Instead, remember that you are helping an account make money by carrying your brand. That said, you have to be confident that your brand is the right fit for the account, and if it is, help them position it within their program, so it is set up for success.

AVOID THE FOLLOWING: 

• Never push a product on an account that is not the right fit ( i.e., not the right clientele, staff skills are not at the level needed, the price point is too cheap or too expensive)
• Never push an account to take in more products than they can handle.
• Never sell in a program you cannot support or is too complicated for the staff's skill level.

DO THE FOLLOWING:

• Ask questions to develop a better understanding of their business and their needs.
• Work with the buyer to develop solutions that work for your brand and the bar as a whole.
• Be consistent and reliable - never overpromise items that you cannot deliver.
• Never try to monopolize their business or their time. Remember, they need to have good relationships with multiple suppliers for a bar to succeed.