세계적인 상업용 부동산 전문 컨설팅 회사인 NAI Korea에서 역량있는 인재를 모십니다.
- 성별 무관
- 학력무관 (석사우대)
|NAI MARKETING SYSTEM,NAI LEADERSHIP WORKSHOP,CCIM등 교육기회부여|
2012년 2월10일(금) 까지
|1차 – 서류심사|
|2차 – NAI CAREER SEMINAR|
|3차 – 임원면접 및 최종합격통보|
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♦ 문의 : NAI Korea 인사담당자
Tel. 02) 6205 3500
by Ken Dooley
How you open a sales call is more critical than how you end it, according to a survey of purchasing execs. If you don’t create interest immediately, you won’t be given the chance to close the sale.
Here are four keys to a killer sales call:
- Make your opening statement short, understandable and credible.
The goal is to start a dialog rather than a one-sided discourse in which you preach about the features and benefits of your product or service. You must establish who you are, why you’re there, and why the prospect should be interested in what you have to say. There are many ways to open the call, but the common objective of good openings is to lead the prospect to agree that you’re allowed to ask questions.
- Ask questions that will help you pinpoint their problems and your opportunities.
You can’t assess the prospect’s real needs without having an understanding of the problems involved. Establish your role as the seeker of information and the prospect’s role as the provider of information. This is the most critical stage. You can’t close business without understanding the prospect’s issues.
- Let the customer do most of the talking.
The more they talk, the better you will understand their needs. Listen carefully to their responses, trying to uncover unrecognized problems and come up with unanticipated solutions. Give the prospect the opportunity to ask questions, and focus on what’s in it for them.
- Resist the temptation to offer any immediate solutions until you have a complete understanding of the prospect’s needs.
The more a salesperson knows upfront, the more comfortable prospects feel in exchanging sensitive business information. Summarize or re-emphasize key points. Then propose an action that advances the sale.
There are no magic tips guaranteeing successful cold calls. But there are six mistakes that may ensure failure and rejection.
- Making it about you and not them. Making it about you and not them. Prospects don’t care about your quota or what you want to do. They’re only concerned about how your product or service will save them money or help them do their jobs better. You’re making the call about you if you don’t prepare adequately or research the prospect thoroughly. Ask yourself what your prospects want and how you can possibly help them get it.
- Trying to go through, around, over or above the screener. Trying to go through, around, over or above the screener. Some salespeople forget that screeners hold the key to the buyer’s door. Salespeople who try to be evasive or fail to show screeners the proper respect usually have no chance of talking to the decision maker. Those who work with screeners instead of against them have a much better chance of meeting with the decision maker.
- Using opening statements that create resistance. Studies show you have about 10 seconds to grab a prospect’s attention. A general opening statement about your product or service without an accompanying benefit gives prospects the opportunity to make an immediate decision such as “We don’t need that” or “We’re satisfied with our present supplier.” You have to earn the right to a prospect’s time by communicating some value in your opening statement.
- Inadequate questioning and premature elaboration. Talking about yourself and your products without first asking questions may cause you to say things that are of no interest to the prospect. By questioning before presenting, you ensure that your description of benefits matches the prospect’s needs. A good cold call is always based on gathering information and then forming the best solution for the prospect.
- Leaving voice mails that create resistance. The goal with voice mail needs to be the same as with an opening statement: Put prospects in a curious, interested frame of mind and get them to want to meet with you. Voice mails should not be tricky, gimmicky, evasive or deceptive. When you prepare your interest-creating opening, be prepared to deliver it as your voice mail message. It’s a good idea to add a date and time when you’ll be calling back to provide more information to the prospect.
- Not “ritualizing” cold calls. The best cold callers set aside a certain time to devote to cold calls. How much time and when depends on what they’re looking to accomplish. It’s easier to get into the right frame of mind when they concentrate only on making cold calls.
Adapted from the book Cold-Calling Mistakes that Ensure Failure and Rejection by Art Sobczak, a sales consultant.
Prospecting via the phone isn’t as cut-and-dry as it used to be – but these five modern resources hold the key to turning cold calls into hot prospects.
- Email: Emails are a great way to preface cold calls, when they provide key selling points that’ll likely make prospects more open to taking your call. Some salespeople use email to ask prospects when the best time to call might be. Others use the info included in an email as a way to break the ice (e.g., “I sent you some information a couple of days ago about XYZ … Have you had an opportunity to look at that email?”).
- Social Media: A lot of companies look at social media as a way to engage customers on a regular basis. But social media profiles may also provide some valuable insight into prospects’ hobbies, interests and/or schedules. Salespeople may be able to use that info to establish rapport via the phone. It may also provide ideas for when and where to schedule an initial meeting with a prospect (e.g., If the prospect is a golf enthusiast, a salesperson might suggest hitting the links one morning).
- Search Engines: Most people assume a company’s website is the best way to research the company online. But the reality is a quick search may turn up a lot of information about the company you may not find on its website. Such a search may also provide valuable info about causes the company is affiliated with, challenges it faces and what type of new initiatives it’s currently focusing on. Have you performed a search for your company and taken a look at all the things that pop up?
- Video: In the past, one of the keys to gaining buy-in was scheduling a live demo of a company’s products and services. These days, sales departments can produce and email in-house videos that demonstrate key selling points and/or valuable features of a product or service the company is promoting. This way, salespeople can mention to prospects that they’ll forward a virtual demo of a product or service, not only providing the prospect with a visual of the product or service at work, but also some valuable testimonials.
- Digital Conferencing: Some sales organizations have latched onto video conferencing as a great way to connect with prospects. The strategy: Email a list of prospects, inviting them to take part in a free video conference, regarding a hot-button topic in your industry. The video conference is a perfect way to establish credibility, while also discussing the ways your products and services can help overcome some of prospects’ biggest challenges. The best part: After the conference is over, salespeople have a perfect way to follow up via the phone, gain some feedback and (hopefully) schedule a face-to-face meeting. Perfect Example: Linneman Web Conferences
Source: Inc. magazine’s Ultimate Guide to Negotiating
By Michael Schiff, Executive Vice President, NAI Capital
The decision regarding how long of a lease to sign is very different for an office tenant than it is for a retailer. An office tenant needs to consider, among other things, how long it will take before they outgrow their space, and if they predict rents will be higher or lower at the end of their lease term. As an office tenant’s business grows, typically the number of employees they have also grows and they therefore need larger space. It’s a bit different for a retailer because as a retailer’s business grows, the retailer usually expands by opening up more units, not expanding the square footage of each unit. In addition, retailers don’t like to relocate profitable stores at the end of the lease since, as the saying goes, “If it ain’t broke, don’t fix it”.
When a retailer already has one or more successful stores and they come to me wanting to open another, they almost never want anything less than a 5-year lease. But what about the entrepreneur who is about to open their first store? They of course believe this new business venture will be successful (they wouldn’t be investing their money into it if they thought otherwise), but until this is proven, they worry about committing to a 5-year lease. I can’t tell you how often I hear first-time retailers say, “Will the landlord consider doing a 3-year lease instead of a 5-year lease?” Some landlords will not do anything less than a 5-year lease while others will do it but give very little in the way of leasing concessions (Free Rent, Tenant Improvement Allowance, etc.).
If a landlord is willing to do a shorter term lease to appease the nervous tenant who is opening their first store, is this something the tenant should push for? Before I offer an opinion on the answer to that, it is important to understand the tenant’s liability if they do default. Some people think that if they sign a 5-year lease and default after year 1, they are required to write a check for the remaining 4 years of rent left on the lease. Fortunately for tenants who go out of business, this is not at all the way it works. Without going into a long dissertation on a landlord’s legal recourse, the simple fact is landlords are only entitled to recoup whatever damages they incur. This includes things like current and future loss of rent as well as whatever expenses they incurred evicting the tenant and re-leasing the space. Having to pay these kinds of damages is what I would refer to as the worst case scenario. Since almost all leases provide the tenant the right to assign or sublease, this is without a doubt the better way to go if you are able to. Think of it as selling your house before the bank forecloses on it – Even if you are only breaking even or taking a slight loss, it is the much better option because you will avoid paying late charges, interest fees, legal expenses and court fees the landlord incurred processing the eviction, etc. (all of which I consider throwing money out the window). Many tenants who sublease their space come out relatively unscathed – only having to pay a subleasing commission for the period remaining on their lease. Heck, some tenants are even lucky enough to sublease their space at a profit because rents had risen from the time they originally signed their lease. (Side Note: Try to make sure your lease does not state that all profits made from subleasing must be given to the landlord).
Now, let’s get back to answering the question about a 3-year lease vs. a 5-year lease. Here are some of the pros to signing a 5-year lease:
#1 – It is usually easier to sublease a space that has a longer term remaining.
Most businesses that fail do so in the first 12 months. If your business has lasted 3 years, it’s probably safe to say it’s successful. However, if your business is still struggling at the end of the first year and you are starting to run out of money, you will want to begin looking for a sub-tenant to sublease it to. Subleasing a space that only has one or two years remaining on the term is difficult. Any potential sublessee will be fearful that, if at the end of their lease term they don’t want to move because their business is successful, the landlord will take advantage of this situation by significantly raising the rent. This is a legitimate concern since landlords know that tenants rarely relocate successful businesses. In addition, if the sublessee’s type of business is one that requires an extensive build-out, they certainly will not be willing to invest the tenant improvement dollars into a space that only has two or less years remaining on the lease. Even if you have an Option to extend the term for an additional 3 years (assuming the lease allows such Option to be transferred to the new sublessee), 5 years with no options remaining is not considered a long time in the business world. However, if you sign a 5-year lease with a 5-year Option and decide after the first year that it is not working, you will most likely have an easier time subleasing since most subtenants will feel that 9 years (4 years plus the 5-year Option) is an adequate amount of term remaining. Ask yourself the likelihood of your business failing at the end of its 3rd year vs. the 1st or 2nd year (which is statistically unlikely).
#2 – The longer the term, the more concessions you will typically be able to get from the Landlord.
When you are negotiating the terms of your lease, you will almost always be able to get more free rent on a 5-year lease than you would on a 3-year lease. The same holds true for Tenant Improvement Allowances – If the deal includes a T.I. allowance, the landlord will not be willing to give as much on a shorter term deal because they have to amortize the free rent and T.I. allowance over the initial lease term. Obviously it pencils better to amortize these costs over a longer period of time.
#3 – If your business is successful, you will regret not having a longer lease.
3 years (or 6 years if you get a 3-year lease with one 3-year option to extend) goes by way faster than you realize. If your business is as successful as you predict it’s going to be, you’ll be kicking yourself 6 years from now when you have no option terms remaining and the landlord is raising your rent to whatever rent they think they can get away with charging you. If rents have risen significantly by the time your lease expires and the landlord raises your rent to market value, this could be a huge blow to your bottom line profit. Will your business be able to afford a 20% or higher rent increase? It is for this reason that many tenants (especially those who require expensive build-outs) prefer to sign 10-year leases with two 5-year Options. This gives them a 20-year term which puts them in the driver’s seat with the landlord for a long time.
#4 – You will have a very difficult time selling your business if you don’t have a long term lease.
What if your business is so successful that you decide to sell it and retire? When buyers look at purchasing a business, one of the first things they look at is how much term is remaining on the business’s lease. Selling a retail business with almost no term remaining is next to impossible since without a lease, the business is most often worthless.
So when would it make sense to do a 3-year lease instead of a 5-year? I can only think of two reasons:
#1 – You know you will want to upgrade your space in 3 years.
If the shopping center you are leasing space in is less than desirable or not a great location but it is all that you can afford right now, it might be a good idea to sign a shorter term lease. Then after the business has proven itself and you can afford higher rent in a better location, you can do so at the end of your short term lease. This most likely will only make sense if the cost to build out your store is relatively inexpensive since it won’t make sense to invest a ton of money into a short-term deal. You would not invest into putting a pool in the backyard of a house that you were only renting for 3 years, would you?
#2 – You predict rents will be lower in 3 years.
If you think rents are going to be lower 3 years from now, you might be able to negotiate a better lease rate with your landlord in three years when your lease expires. There are of course several problems with this: First, nobody has a crystal ball so it’s impossible to predict if rents will be going up or down, and most experts (myself included) predict that rents will be higher 3 years from now. Secondly, if you really think rents are going down, you are making the prediction that our economy is headed in the wrong direction. It’s doubtful that this is really your prediction because if it was, you most likely would not be opening a new business right now. Lastly, let’s say your rent is a little over market 3 years from now – The landlord is still in the driver’s seat because they know that the cost of moving is expensive (not only the actual out-of-pocket costs but also the potential loss of business). Would you relocate your business just because rents on comparable properties were 5% cheaper? Of course not.
I always tell my clients to do whatever they are comfortable with and nothing more. There are pros and cons to a 5-year lease vs. a 3-year lease and each deal is unique with its own set of circumstances, however there are many advantages to a longer term lease and for most people the pros seem to heavily outweigh the cons.
As a Sales & Marketing pro, you already know what to say when negotiating with a customer. But it’s what you don’t say that can be even more important.
There are several words and phrases that make you unknowingly (and unwillingly) send messages to a customer that you’re running up the white flag — or that you’re a novice at negotiating.
- Using “between”.
As in, “We can sell that to you for between $5,000 and $6,000,” or “You’ll get that sometime between Nov. 10 and Nov. 12.” Using the word “between” is like running up the white flag of concession. You don’t know which figure is right, and savvy customers will jump on the lower figure in a flash.
- “We’re getting closer to an agreement.”
Again, it’s a white flag. You’re weary of negotiations and you’re ready to sell the store, if it they’ll sign the contract and close the deal. Worse yet: Some customers will see that as an opportunity to grind you a little harder, and pull out even more concessions.
- Let the buyer start the bidding.
Some Sales pros agree that encouraging customers to name a price first gives them an advantage in controlling where negotiations go. But wait, new research indicates that when the seller makes the first offer, the final price settled upon is higher than the buyer’s initial offer.
Source: Inc. magazine’s Ultimate Guide to Negotiating
SIOR (Society of Industrial and Office Realtors®) 첫 한국인 회원 가입
Mr. Tommy Park, CEO of NAI Korea, was officially accepted as a new member of SIOR as of October 1, 2011.
NAI Korea의 대표이사인 박희춘 대표가 2011년 10월 1일자로 상업용 부동산 전문가들의 모임인
SIOR에 회원 등록 되었습니다.
SIOR은 28개국 580여 도시에 3천여명의 회원을 두고 있으며 한국인으로는 처음으로 박희춘 대표가
회원 가입을 하였습니다.
SIOR은 공장, 오피스 등의 부동산 관련 전문가뿐만 아니라 일반 기업인, 개발회사, 부동산 교육 관련 종사자 등 다양한 업종의 전문가들이 회원으로 가입하고 있으며, 매년 world conference 등 회원들의 단합 및 교육, 새로운 비지니스 발굴 등을 위한 미팅 활동을 마련하고 있습니다.
저희 NAI Korea는 SIOR 회원 가입을 통해 보다 전문적인 서비스를 제공해 드릴 수 있게 되어 기쁘게 생각하며, SIOR 주최 행사에 자주 참석하여 다양한 서비스 개발을 위해 힘쓰겠습니다.