How to Become a Rainmaker: The Rules for Getting and Keeping Customers and Clients

( 17 )

Overview

Filled with smart tips given in the Fox signature style, counter-intuitive, controversial, and practiced, this hard-hitting collection of sales advice shows readers how to woo, pursue, and finally win any customer. In witty, succinct chapters, Fox offers surprising, daring, and totally practical wisdom that will help readers rise above the competition in any company in any field. A terrific resource for CEOs, as well as anyone looking to distinguish themselves in sales—be it books, cars, or real estate—How to ...

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Overview

Filled with smart tips given in the Fox signature style, counter-intuitive, controversial, and practiced, this hard-hitting collection of sales advice shows readers how to woo, pursue, and finally win any customer. In witty, succinct chapters, Fox offers surprising, daring, and totally practical wisdom that will help readers rise above the competition in any company in any field. A terrific resource for CEOs, as well as anyone looking to distinguish themselves in sales—be it books, cars, or real estate—How to Become a Rainmaker offers the opportunity to rise above the competition in any company, in any field.

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Product Details

  • ISBN-13: 9780786865956
  • Publisher: Hyperion
  • Publication date: 5/17/2000
  • Edition description: 1 ED
  • Pages: 192
  • Sales rank: 43,251
  • Product dimensions: 5.25 (w) x 7.87 (h) x 0.62 (d)

Meet the Author

Prior to starting Fox & Co. Jeffrey J. Fox worked in senior positions for three high powered consumer and industrial marketing companies. He was Vice President , Marketing, and a Corporate Vice President of Loctite Corp, now Henkel/Loctite. He was Director of Marketing for the wine divisions of The Pillsbury Co. He was the Director of New Products for Heublein, Inc, now Diageo. (All three companies became clients of Fox & Co.) Jeffrey is the winner of Sales & Marketing Management magazine's "Outstanding Marketer Award;" winner of the American Marketing Association's "Outstanding Marketer in Connecticut;" and the National Distributors Association's award as the nation's "Best Industrial Marketer." He is the subject of a Harvard Business School case study that is rated one of the top 100 case studies, and which is thought to be the most widely taught marketing case in the world. His books have been published in 35 languages. His offices are in Chester, Connecticut.

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Read an Excerpt

Fish Where the Big Fish Are

When asked "What is the most important thing you need when you go fishing?" most people say "bait," "pole," "hooks," and "beer." Those are important, but the most important thing needed is fish! You can have the best boat on the prettiest lake with awesome tackle, but if there are no fish, you will go home emptyhanded. If, however, you have only a raggedy old net but a little pond teeming with fish, your chances of a catch are much greater.

Where you cast your line is crucial to catching fish. This is also true for selling. Rainmakers fish where the big fish are. Rainmakers talk to customers who are familiar with their product, or who already use the product, or who have a high probability of using the product. Don't waste your time trying to convince dairy farmers to buy horseshoes. And don't waste your time selling hospital beds to hotels.

Big companies in an industry are generally better prospects than small companies in the same industry. Successful customers are generally better prospects than struggling customers. Customers who want your product are better targets than customers who need your product. (Customers who need your product may not know it. They must be educated, persuaded. This takes time and money. Customers who want your product are partially sold before they see you.)

To a Rainmaker, the big sale is the trophy fish on the wall.

Show Them the Money!

Customers buy for only two reasons: to feel good or to solve a problem. Going out to dinner, buying scuba equipment, or getting a new puppy fall into the "feel good" category. The prevailing purchase motivation for organizations is to solve a problem. Thesolution to the problem can always be expressed in financial terms-in dollars and cents. If a company invests $100,000 in advertising, they expect that advertising to generate $500,000 in sales. When a motor manufacturer replaces a cheap $ .08 rubber o-ring with a $ .10 viton o-ring, they expect to save $ . 30 per o-ring with reduced warranty claims. A tree surgeon uses a $900 saw because it cuts five times faster than a cheaper saw, saving him $50 a day in reduced labor costs.

Rainmakers don't sell fasteners or valves or washing machines or double-paned windows or tax audits or irrigation systems or training programs or golf clubs. Rainmakers sell money! They sell reduced downtime, fewer repairs, better gas mileage, higher deposit interest, increased output, decreased energy usage, more wheat per acre, more yardage per swing.

Rainmakers help the customer see the money. Rainmakers turn benefits into dollars. The plumber who generates the most revenue doesn't charge $ 50 for a service call, he sells a clean, dry basement for $100, saving the customer's thousand-dollar carpet.

The lock salesperson doesn't sell locks, he sells security for valuables. The pool salesman doesn't just sell recreation, he sells an increase in home value.

The number one salesperson for a company that made cough medicine never sold a single bottle of cough medicine. He was by far the leading salesperson, but he never sold a cough drop.

The company made products for people with colds, sore throats, hay fever, and sinus conditions. The company made throat lozenges, cough drops, gargles, and sprays. The company trained its sales force on how the products worked, all about the product chemistry, and why their products were the best. The company's success depended on how many cases of cough medicine and gargle it sold. That meant the company's success depended on the demand for the product; the number of people with colds.

The company made its product available to the public by selling to pharmacies, to drugstore owners. In order to make its products more appealing to the drugstore owner than the competitors' medicine, the salesperson's company offered an incentive: For every five cases of products purchased the druggist could either get one case of product for free (to resell at retail prices) or a cash check for the equivalent purchase price of one case. (The free case or check were both worth $25.)

The salesperson realized that his customers were not people with colds. His customers were the drugstore owners. (People with colds were the druggists' customers.) So despite all the technical product training, unlike his colleagues, the number one salesperson never talked about the products' formulas, strength, or soothing aspects.

The number one salesperson talked to the drugstore owners about money.

The salesperson explained the five-case purchase incentive, asking the drugstore owners if they would prefer the free product or the money (in a bank check). Almost always, the drugstore owners would opt for the money.

The salesperson didn't sell cures for coughs, he sold a rebate check of $25 for every five cases of product purchased. After the drugstore owner agreed to take the money, the salesperson would ask, "How much money would you like?" Getting more money meant buying more product, and that's what many pharmacists did.

The number one salesperson sold money! All the other salespeople regaled druggists with facts on cough suppressant chemicals and breathe-free passages. They were far-distant followers in the contest.

Always show the customer the money. Always dollarize (see "A Rainmaker Extra," page 148). Quantify the customer's return on his investment in your product. Calculate the financial consequences to the customer-the cost of going without your solution.

Rainmakers don't sell products; they sell the dollarized value the customer gets from the products.

Rainmakers sell money...

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Table of Contents

Introduction 1
I The Rainmaker's Credo 5
II Always Answer the Question, "Why Should This Customer Do Business with Us?" 7
III Obey Marketing's First Commandment 10
IV Customers Don't Care About You 12
V Always Precall Plan Every Sales Call 14
VI Fish Where the Big Fish Are 18
VII Show Them the Money! 20
VIII Earthquakes Don't Count 25
IX Killer Sales Question #1 28
X Always Take the Best Seat in a Restaurant 30
XI Don't Drink Coffee on a Sales Call 32
XII You're Not at Lunch to Eat Lunch 35
XIII Never Wear a Pen in Your Shirt Pocket 37
XIV Killer Sales Question #2 39
XV Rainmakers Turn Customer Objections into Customer Objectives 42
XVI Always Make a "Mid-Job, Next-Job" Recommendation 46
XVII Treat Everybody You Meet as a Potential Client 49
XVIII Heed the Biggest Buy Signal 52
XIX Killer Sales Question #3 54
XX Always Return Every Call Every Day 59
XXI Learn the "Miles Per Gallon" of Selling 61
XXII Beware the Myth of Time and Territory Management 65
XXIII Always Taste the Wine Before a Wine Tasting 68
XXIV Dare to Be Dumb 71
XXV Always Do an Investment Return Analysis 75
XXVI Never Forget: Everybody Is Somebody's Somebody 78
XXVII Always Be on "High Receive" 80
XXVIII "Onionize" 83
XXIX If You Don't Care About the Answer, Don't Ask the Question 86
XXX Never Be in a Meeting 88
XXXI Present for Show, Close for Dough 91
XXXII Advice to a Baby-sitter 93
XXXIII Killer Sales Question #4 96
XXXIV Give and Get 99
XXXV Sell on Friday Afternoons 103
XXXVI "Break the Ice" at the End of the Sales Call 105
XXXVII Use the Point System Every Day 108
XXXVIII A Shot on Goal Is Never a Bad Play 110
XXXIX Don't Make Cold Calls 113
XL Show the Chain, Sell the First Link 115
XLI Don't Talk with Food in Your Mouth 119
XLII Killer Sales Question #5 121
XLIII Love Voice Mail 124
XLIV Park in the Back 129
XLV Be the Best-Dressed Person You Will Meet Today 131
XLVI Why Breakfast Meetings Bring Rain 133
XLVII "Here's My Card..." 136
XLVIII Killer Sales Question #6 139
XLIX Ten Things to Do Today to Get Business 142
L How to Recognize a Rainmaker 144
The Rainmaker Extra: How to Dollarize 148
A Case Study: Mr. K. 155
Epilogue 167
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Customer Reviews

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Sort by: Showing all of 17 Customer Reviews
  • Anonymous

    Posted January 31, 2008

    Not bad, not great

    Some good general ideas, but nothing earth-shattering. 'Granted, I do read quite a few business books'. This book is a VERY fast read, and gets right to the point. When it comes to sales, the one who brings in the biggest bottom line wins. Provides some concise points intended to motivate those in sales positions.

    1 out of 1 people found this review helpful.

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  • Anonymous

    Posted January 28, 2002

    Glean what is useful

    As is always the case with Sales oriented books/training, not everything in this book is earth-shatteringly useful. However there are nuggets of good info here for early to mid-career sales people (even 'senior' sales folks that have gotten into bad habits). I personally have incorporated 4-5 concepts into my selling routine, not bad for the price of the book particularly if it returns 10% more sales this year. I recommend this book as a concise reminder of important aspects of good selling habits.

    1 out of 1 people found this review helpful.

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  • Posted October 13, 2009

    average

    this is a very basic book, if you have been in sales for awhile it was not that usefull. i would recommend it for beginners.

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  • Posted May 17, 2009

    How to Become Rainmaker Review

    This book was exactly what I was looking for in a how to sell book. It is a quick and easy read with applicable advice to succeed at selling. I plan on using the advice in this book in my career to advance myself and, of course, to sell goods and services.

    Was this review helpful? Yes  No   Report this review
  • Anonymous

    Posted March 23, 2005

    On the money

    This book contains essential client-relation rules that are a definite must to live by. I loved the 5 point system! I use it everyday and it works!

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  • Anonymous

    Posted January 23, 2004

    Good one!

    An excellent book for a sales person!

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  • Anonymous

    Posted July 22, 2003

    One letter using the stategies in How to Become a Rainmaker

    Got me an appiontment with a Multi-Billion Dollar Company to stock my product in less than 2 months. Paul L. Thomas

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  • Anonymous

    Posted October 24, 2001

    First time Sales Consultant

    This book is a great reference for anyone just starting out in sales. I have passed it around the office and shared it with my co-workers who needed a refresher. The sales concepts in the book are basic and very helpful. I found it informative and I keep it on my desk as a reference still.

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  • Anonymous

    Posted February 13, 2001

    Blah, blah, blah

    I work in the sales department for a software developer in lower Manhatten. The sales tecniques listed in this book are vague and mostly common knowledge to anyone with any basic sales experience. Not a bad book for entry level salesmen, useless to anyone with experience.

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  • Anonymous

    Posted December 5, 2000

    'Dollarization' is the Word

    We don't sell products and/or services. We sell money - money that the customer makes from using our products/services and money the customer loses from NOT using our products/services. What a wonderfully thought-provoking look at the world of sales and marketing.

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