Profitable Sales: A Contractor's Guide

By Michael C Stone

Michael Stone's 30+ years of experience in residential remodeling sales and specialty sales is shared in his book, Profitable Sales, A Contractor's Guide. Focused on the construction industry, the information provided is valuable for both the business owner and their sales staff. 

His experience working with home

• Language: English
• Publisher: CONSTRUCTION PROGRAMS & RESULTS INC
• Release date: Jun 7, 2007
• ISBN: 9780979508318

Book preview

CHAPTER 1, Attitude as Your Sales Foundation

The problem with many sales books is that they do not work. If they did, everyone who read them would be making a ton of money. The sad fact is that no sales techniques will work without a firm foundation – you and your attitude.

Overcoming the tremendous odds stacked against you involves sacrifice, disappointment and heartache. But trust me, despite all the difficulties you can be successful. The difference between those earning excellent money in construction year-after-year, and those who just make a living – or fail to – is not a matter of luck, good looks or heredity. The difference is having the necessary dedication and determination to win.

Imagine for a moment that you are hiking with your family along the Oregon coast. You go to the little town of Tillamook and then south to Cape Lookout. It is a 2.4-mile hike through a rain forest to the westernmost point of the cape, jutting into the Pacific, and you are rewarded with spectacular views.

But the hike is rugged terrain with steep banks and cliffs dropping several hundred feet to the rocks and ocean below. As you hike, one of your children slips and begins to slide down one of these banks, but manages to catch hold of a tree root on the face of the bank. Instantly you know there is no time to go for help. To rescue your child you must climb down.

Can you picture this scene in your mind? Can you imagine the courage it will take to go over that slippery, moss-covered bank to rescue your child? One slip and your children will have one less parent.

Would you do it? Most parents would. Now, will you take the same risk for your business?

Succeeding in business means taking this kind of risk. Many do not realize that when they start a business. They discover they lack the necessary dedication somewhere along the way, and I believe that is one of the main reasons why construction has such an alarming rate of business failure.

When you hang out your shingle, you instantly become your company’s lead sales person. Even if you delegate sales responsibilities, you are the top sales manager. It doesn’t matter if you like sales or not. If you are in business, you are in sales. Being successful in business requires becoming successful in sales. With a desire to win, most people can become good at sales. But if the desire to win is not in you, your business will go away. This is a simple fact-of-life.

So, let’s agree that how much and how fast you improve your sales ability depends upon your own dedication to putting what you learn into practice. The more disciplined you are about learning new things and putting old, bad habits aside, the better at sales you will become. As popular sales consultant Zig Ziglar says: Sales is the highest paying hard work, and the lowest paying easy work there is. Ziglar advises that if you are in sales, then get in it. And if you are not in sales, then get out.

My own experience as a business coach and consultant has taught me to appreciate how easy it can be to find a reason to believe something won’t work and not bother to give it a try. That’s not for me, some conclude. Others say, I could never use that in this town. Keep an open mind and study as you go. Don’t be afraid to try something new. The absolute worst that can happen is that you remain where you are. Numerous contractors can testify that the advice I’ve given has improved their business, often dramatically. One truth I share in all my training seminars is, If you continue to do what you have always done, you will continue to get what you have always gotten. Any of us can fall into a sales rut and stay there. But success always involves getting off your duff, going where the customers are and getting to work. Penciled on the steering wheel of my pickup is G.O.Y.A. – a reminder to Get Off Your Assets and go sell something.

EDUCATION

As I said earlier, if you own a construction company you are in sales whether you like it or not. That being the case, what can you do to become the best salesperson you can be?

In almost every case, the better the salesperson’s education, the better they do in the long-term. I don’t believe you need a college degree to succeed in sales, but it certainly helps. If contractors were required to have more formal education before they could start a business, the rate of business failure would drop significantly.

The reality is that it takes little to start a construction company in most states. The solution, and the common thread among all successful contractors I know, is a personal commitment to education. It doesn’t have to be formal, sitting in college classrooms - but it does have to be sincere. Do you already have a college degree? Your education isn’t finished, because education is an ongoing process. Your education must cover the basics if you are ever going to rise above being just another contractor. Focus on business and sales-related subjects.

READ

If you are in sales, it is critical to study, and that means reading. There is no other way to make it to the top. I have never met a successful salesperson that doesn’t read at least an hour each day.

Recent studies have shown that reading keeps the mind sharp and working properly. I believe that top salespeople are constantly reading sales books. It has been my practice to read 35 to 40 books a year and countless magazine articles, newsletters and information off the Internet. I average no less than one hour of reading every day and many days it will push three or four hours. I still take occasional sales calls for or with other contractors, so I must stay current on sales approaches and issues that come up.

You should read every book, article, newsletter, blog and forum you can find about sales. If you invest four hours to read a book just to gain one new idea, but that idea helps you sell a new job, your time was well invested and you have gained an important advantage over competitors.

What to read? Start with basic selling books. An excellent book is How I Raised Myself from Failure to Success in Selling, by Frank Bettger, old but still good. Another book I highly recommend is How To Master The Art of Selling by Tom Hopkins.

Whatever books you select, I urge you to spend the most time with authors who have been there and done it. You can tell very quickly how knowledgeable the author is by the amount of detailed advice given and how much sense the materials make. A fast way to estimate the value of a book on sales is scan the chapter headings. Are there things listed that you want more information on? If so, go for it.

Every day you should also read literature on new or existing products that you can use on jobs. Thousands of new products come out each year and you need to be on top of them. Your credibility is on the line when customers ask about materials or products they saw in a showroom or on the Internet. You don’t have to read a stack of brochures an inch thick each morning. Thoroughly read just one brochure each day. If you read about one new product every day, six days a week, 51 weeks a year, you will have mastered information on 306 products – information you will use when talking to appreciative customers who are looking for the best buy for their dollar.

You can also learn by listening to tapes and CDs while driving. If you consider the value of your time on an hourly basis, the cost of these materials is insignificant. Many books are available on tape or CD at your local library.

MAKE TIME WORK FOR YOU

Each of us has the same amount of time each day. What time does your day start? More importantly, when you get up and going, how long does it take to get to the critical matters? Do you get right to it, or do you fuss with donkeywork for the first hour or two?

Brian Tracy, in his audiotape program The Luck Factor, says studies show the average American office worker doesn’t really start working until 11 A.M., and begins to mentally shut down for the day between 3 P.M. and 3:30 P.M. Of course, all want to be paid from 8 A.M. to 5 P.M.

We have choices about what we do with our time, and our decisions determine how much money we make today, this week, this month, this year and in our lifetime.

Let me share a personal example of what it takes to get a project done on a pre-determined time schedule. When I decided to write this book I decided to finish the first draft in six months. Accomplishing that would require about two hours of writing time per day, six days a week. I write best in the morning when there are few or no interruptions, so I got up at 4:55 A.M. every day and was writing by 5:15 A.M. This commitment guaranteed me the solid block of writing time needed each day. On days with some open time I was able to work more, but the point is that I personally committed to do what had to be done every day with no excuses. It didn’t matter how tired I felt when my alarm went off at 4:55 A.M. - I got up and got moving. If I had not made the commitment, this book would still be something I would get around to when I had the time.

The same commitment is necessary in sales. If you want to be successful, be in the office ready to make phone calls by 7 A.M. every workday. Getting in at 8:30 A.M. or 9 or 10 AM won’t get the job done.

Returning every phone call the same day or by 9 A.M. the next morning is my No. 1 rule in business. Over and over I hear construction company owners complain, I don’t have the time to return my calls, I’m just too busy. Sorry, I’m not buying that excuse, Pilgrim. You have as much time as anyone else. People that claim they are too busy are usually just disorganized and irresponsible. There is no nice way to say it. If you wish to look like a disorganized flaky contractor, tell others you are too busy.

Here is why time is so important. The customer today is entirely different than they were 30, 20, or even just 10 years ago. When I first started selling remodeling over 38 years ago, you could take two or three weeks to get back to folks with quotes. Today’s customers don’t have that level of patience. When they want something they want it now. That’s called instant gratification, and that’s what they want. If you want their business you must get them the information they need to make buying decisions quickly – three to five days maximum. Don’t expect prospective customers to adjust their wants around your schedule.

Let’s say you made a sales call at 2 P.M. on a Monday. You leave the prospective customers’ home at 4:30 P.M. and finish out your day. You need quotes from your electrician, your plumber and your framer before you can put together the sales proposal. The next day you come bouncing into the office at 9 A.M. After some small talk with the rest of the folks, a cup of coffee and maybe a quick look at your emails, you get to the phone. You call the subs. All three of the guys you need to talk with about this job are already on the job. So you leave a message asking them to return your call. Let me add here that you can’t assume that any or all of your subs have mobile phones. Anyway, you get lucky and they all call you back – at 7:30 A.M. on Wednesday morning. But you don’t get into your office until 10 A.M. on Wednesday because you had a personal errand to run. So you call them back again. Phone tag!

You get lucky and this time they call you back after 10 A.M. on Thursday.

You tell each of them you need to meet them at the jobsite and get a quote for the work to be done. None of them are available before next Tuesday. On Tuesday, at the meeting with the subs, you give them the details. They leave the jobsite with a promise to get right back to you. Thursday, the plumber calls with a question and tells you he will be back with your quote on Friday, maybe Saturday. You still haven’t heard from the electrician or framer. You call both of them, but they are out working on jobs, so you leave a message for a call back as soon as possible.

You finally get all your quotes by the following Tuesday, two weeks and one day after your initial sales visit. You spend another day putting your proposal together and then call the nice folks for an appointment. Again, you leave a message because you got into the office at 9:30 A.M., but they have both already left for work. You call them again that evening after 6 P.M and they would love to meet with you, but unfortunately are going out of town for a three-day weekend starting the next morning. They also have softball with the kids on Monday night, so the earliest they can meet is next Tuesday evening. And no, they can’t meet during the day – they can’t miss any work after being gone on a long weekend. So, three weeks after your first call you finally get back in front of the customer.

Now, regardless of the outcome, it could have been completed much earlier. Had you been in the office by 7 A.M. on Tuesday, the day after your initial sales call, you might have reached all three subcontractors that morning and have had quotes by Thursday or Friday. With the quotes in hand you could have been back in front of your customer by Monday or Tuesday of the following week. Such a fast turnaround would show the prospective customers that you are on top of your business, know what you are doing, take their project seriously and know how to get things done. It also maintains the initial enthusiasm for the project that you generated during your first visit.

In contrast, what message does a three-week turnaround convey? Many prospects just assume you are another flaky contractor who doesn’t follow up. Or, they assume you are too busy serving more important customers. Neither assumption leaves you looking good. And in the meantime, they might have called someone else or visited a Big Box store to check out other options.

And while it is good business practice to call prospects and let them know about unexpected delays, that still makes you sound ineffective or incompetent, doesn’t it?

The best scenario is to move quickly and decisively. Being on time sets you apart from the competition. Being faster than they expect makes you a hero.

Determine to be in the office early every day and view time not from how busy you are, but from your customers’ perspective. Demand that your subs respect time in the same way. Contact them early in the day while they are still in the office with their schedule and other materials at hand. This one step will go a long way toward making your business successful.

Chapter 2, Old Ghosts and New Concepts

Improving your sales ability means learning new things, but it also means unlearning misconceptions that hold you back. Let’s begin with the advice given by consumer advocates. Most expert advice is based on the experience of homeowners who have been burned by one or more contractors. Unfortunately, this advice sets the stage for poor construction business practices.

Remember, most of this advice comes from folks who have an ax to grind. Homeowners never blame themselves for the problems they have with contractors. For example, people who follow the common advice to get three bids and then take the lowest one often get exactly what they have paid for – or more accurately, they get exactly what they did not pay for! Other homeowners do not bother to check contractor references and then blame the industry for their experience.

Popular consumer advice includes the following: make no down payment, always negotiate the price, include a retainer in every contract and get third-party inspections.

We’ll consider this consumer advice throughout this book, but right now I want you to understand that you and you alone must set the conditions under which you are willing to work. You are not obligated to abide by consumer misconceptions. Rather, you need to be aware of them and educate your prospective customers on the logic behind them. Let’s start with accepting the lowest bid. Smart consumers find the best surgeon they can get, the most expensive home and neighborhood they can afford, and the best college their children can get into. So, why do they believe they can hire the least expensive contractor and be happy with the results?

You do not have to work under standard business practices. You do not have to do or sell what everyone else does and sells. Determine your own business practices and communicate the reasons for them to your customers. Be fair, be honest, do good work and above all, communicate. Treat your customers as you wish to be treated. Make this central to what you sell, not a low price.

OLD GHOST: HANDLING OBJECTIONS

One of the first things I check out in a sales book is how the author deals with the tired old subject of handling objections from customers. When an author puts focus on handling objections, they are probably borrowing advice from somebody else that sounds good. Handling objections is often portrayed as the heart of the sales presentation. The message is that if you can come up with the right thing to say at the right time, you will make the sale. While it’s important to have a good response to a question, manipulation is not the heart of sales. It is the old tin man philosophy of sales – the end justifies the means – that has given construction such a negative image.

Most of the so-called objections you hear from customers will be eliminated with a proper sales presentation in the first place. For example, every salesperson has heard the objection, Your price is too high. Rather than focusing on how to respond, let’s talk about something more fundamental: Why are they objecting to the price in the first place? If you think about it you will see that the real need is to either improve your presentation or improve your client pre-qualification process. You can stop hearing your price is too high by giving a sales presentation that discusses pricing upfront. Today, some contractors are even directing prospective clients to their website where they can view previous jobs with prices listed. This eliminates tire kickers and others who can’t afford their services. Using the procedures outlined in this book, it has been many years since I have had a customer tell me that my price was too high.

OLD GHOST: DECISIONS TAKE TIME

One goal of this book is to help you get to yes with customers as quickly as possible. We want to help you eliminate the tired old objections from your customers that delay the decision – We want to think it over. Variations of this excuse include sleeping on it, talking it over with a banker, sending a bid to review, pricing differences if they furnish their own materials, serving as their our own general contractor, and pricing on a cost plus or a time and materials contract basis.

With the right sales approach you can get to yes faster and close more jobs. I’ve seen companies that normally sell one in five leads improve to selling one in three leads in less than 30 days. In addition, many change their markup from 1.15 or 1.20 to up to 1.6 or higher. Believe it or not, some of our construction coaching clients use markups of 2, 2.5, or 3 times the job costs to arrive at the sales price for their work.

Selling new homes is more difficult than selling remodeling. A good new home salesperson may only close one sale in 10 to 14 presentations. Companies with well-appointed showrooms and a professional staff may have sales to lead ratios in the one in eight to one in 10 range. An increasing number of new construction companies are finally figuring out they can’t make it with markups of 1.15 or 1.20; and are moving to higher ground with markups of 1.26 to 1.30 and higher.

The point is that selling does not have to involve endless delays and low bid prices.

OLD GHOST: PROTECT YOUR TRADE SECRETS

When speaking to groups I often hear people tell me they won’t join an association or talk with other contractors out of fear that, Others will take what I give them and use it against me with my customers. You may have said that yourself. But there is a flaw in this thinking. No one in any business knows it all, or the only way, or the best way. You can’t live long enough to gain that kind of knowledge.

Industries and companies advance with information that is shared. If you share information with others, you will discover that they will share information with you and that you get more ideas than you gave. It’s not necessary to learn the hard way. Get involved with other contractors and start sharing what you know with others. You will certainly gain from their education and experience. The old saying is true: Good judgment comes from experience and experience comes from bad judgment. Learn from the experience of others and let them learn from yours.

NEW CONCEPT – KNOW YOUR SALES TO LEADS RATIO

Making progress in sales is easier if you can see it happening. So track your sales to leads ratio. To do this, divide the number of sales calls by the number of sales closed. For example, if you made 21 sales in your last 100 sales calls, then you divide 100 by 21 to get a sales ratio of 4.76 – which means that on average you are closing one out of every 4.76 sales calls that you make.

If you improve your sales closing to 29 sales in your next 100 calls you will then have a sales to leads ratio of 3.45 – an average of one closed sale in every 3.45 sales calls that you make.

Know your sales to leads ratio to the two decimal points, and always work to improve it.

NEW CONCEPT: HOW MUCH DO YOU MAKE WHEN YOU PUSH A DOORBELL?

How much money do you make every time you push a doorbell? Let’s say you make 10 sales calls and sell 3 of them, resulting in a total commission payment of $4,655. On average, that means every time you push a doorbell, you are going to make $465.50. Knowing this can motivate you to get out and sell.

Over time, this is an excellent comparative measure of your performance. When I started selling remodeling in 1969, I averaged mid-double digit earnings per sales call. When I quit selling full time, I was earning many times my beginning average.

NEW CONCEPT: KNOW WHAT SALES IS AND ISN’T

It’s important to know what sales is and what it is not.

Selling is hard work. It is disappointment and heartache, and long hours. It’s time stuck in traffic. It’s looking for a bad address on a very dark street. It’s listening to people argue and fight. Often it’s people being rude by not keeping their appointments. At work it means dealing with a boss or sales manager who might not have been on a sales call in years, and who has lost touch with your clientele. Sales, like government, will tax you to death.

Selling is hearing yes when you were sure the client was going to say no. It is warm hugs from happy customers. It is being told back at the office about what a great job you did on a particular contract and the nice commission check or final profit from the job.

Selling is getting out of the office or your home and schmoozing instead of waiting for the phone to ring. I am always amazed at the contractors that call me complaining about the lack of phone calls or appointments they get. Their business is dead. There is nothing going on. They can’t buy a lead. At the time I started writing this book the economy had taken a downturn, the eighth since I got into this business. Negative economies happen, so sales require being prepared ahead of time. Many contractors who brag we work by referral only during the good times learn that referrals dry up quickly when the economy turns sour. Sales means finding work even in a down economy.

Selling is not about mailing, phoning or faxing bids to potential customers. Contractors who mail bids are simply afraid of having potential customers tell them no to their face. If you can’t handle being told no, then you better find a career outside of sales. Even the best sales people in this business get told no by two out of every three potential clients they contact. Get used to hearing no. You will not sell every lead you go on.

Sales is not listening to your customers tell you they will think about your proposal, sleep on it, or, hash it over with their spouse. Sales is not about having to sit and listen to people tell you your price is too high. Sales is not about having to sit and listen to someone tell you that Kitchens Overnight was here yesterday and their price is half of what you quoted. 

Sales is having fresh clean business cards in your pocket at all times, keeping your hair cut, your face clean shaven, dressing properly and being prepared at all times to make the sale.

Selling is integrity. The construction industry has more than enough flakes, con artists, fly-by-nights and tin men. We don’t need more people who think they can come in, walk away with their client’s money and leave nothing of value. Make a commitment to yourself and this business to always do and give your very best.

Selling is extra effort on your part and putting into practice everything you have learned. Selling is having the discipline and dedication to make it happen.

Selling is taking responsibility for your own thoughts and actions. Where we are in life is due to the decisions that we and we alone have made. Selling is not blaming our upbringing, our family, our company or our customers for what doesn’t happen. Selling is taking personal responsibility for everything, and making things happen. If it is going to be, it is up to me!

CHAPTER 3, The Salesperson

It has been my observation that most people who start their own construction-related business are not sales oriented to begin with. They learn as they go and acquire good and bad sales habits. They work hard, grow and at some point decide it is time to hire another salesperson or two. When they take on the task of training another person to do sales for their company, they often end up teaching their own habits (often bad) to the new salesperson and the salesperson operates with a handicap from the start.

It doesn’t have to be that way. In this chapter, we are going to start from scratch and discuss characteristics of a salesperson.

APPEARANCE

Lynda Goldman is the author of more than 30 books, including How to Make a Million Dollar First Impression. I asked Lynda what a typical consumer expects from a contractor that shows up at his or her home. Here are Lynda’s expert thoughts on how to make a great first impression: 

Are You Failing the First Impression Test?

Joe receives a phone call from a potential customer, asking for a bid on a job. He answers in monosyllables, and says he’ll be there at 1 P.M. the next day. He arrives at 1:30 because he got caught in traffic, but neglects to call to say he’ll be late. He looks like he just crawled out from under a house. He’s wearing dirty work pants, a stained shirt, and his face looks like it hasn’t seen a razor in days. He fails to shake hands or make eye contact with his prospect. Then he wonders why he doesn’t get a call back. His prices are good, aren’t they?

Mark receives a phone call for a quote on the same job. He answers, my pleasure and arranges an appointment for the next day. He shows up exactly on time, wearing a shirt, tie and pants that are clean and pressed. He greets the client by making eye contact, shaking hands, and smiling as he introduces himself. Mark looks professional, and he inspires confidence. Who would you rather hire for your next construction job?

Yes, construction work can be rough, but you don’t have to appear that way. Whether you run a construction company or work for yourself, your first impression counts. First impressions are powerful because they are instantaneous. We make subconscious decisions about people within seconds of meeting them. It doesn’t matter whether these impressions are based on reality or not – perception is reality.

People unconsciously connect your appearance and manner with your work. If you are sloppy, dirty, late or discourteous, they will conclude – rightly or wrongly, that your work will also be sloppy, dirty or late. On the other hand, if you arrive when expected and appear clean and professional, they will feel confident that your work will be done well and on time too.

Don’t forget that your first job is to sell yourself. You can show people that your work is top quality by paying attention to the details of your appearance and demeanor. A positive first impression may not get you every job, but a negative impression is sure to lose you jobs.

What does this mean for you? It simply means that paying attention to your body language, manner and clothing can give you the winning edge. Studies show that before you open your mouth and say your first words, you are judged on your appearance. Albert Merhabian, a UCLA psychologist, conducted experiments that revealed how people perceive each other. He found that first impressions are based on the following criteria: 55 percent is visual, or what you can see at a glance; 38 percent is for our voices, and a mere 7 percent is for what we say.

It is impossible to make a neutral impression. Everything you do and say contributes to the impression you make. Your physical appearance is your visual resume. Make sure your clothing is neat and that you are well groomed. This goes beyond being freshly showered. Your clothes should be clean and crisp, with no loose buttons or threads, food stains or paint splatters. Your teeth should be brushed, and fingernails should be clean. Your hair and shoes are noticed first, so make sure your hair is clean, and your shoes are not scruffy. You should be clean-shaven or have facial hair that is neatly trimmed. Remember that it’s the details that count, and bad grooming is a major turn-off.

Pay attention to your body language. If you are anxious before meeting a new prospect, take a deep breath, try to relax, and remember to smile. When you first meet a potential customer, step towards the person, make eye contact, smile and offer your hand for a handshake. A good handshake is firm but not bone-crushing grip. Meet palm-to-palm, and web-to-web. Some people are uncertain about what to do, and keep shaking for too long. Two or three shakes are sufficient. Remember that initiating a handshake is a sign of confidence, and helps you connect with your customer.

Don’t chew gum or smoke when you meet a customer. Avoid wearing any kind of cap or hat that obscures your face. They both make communication difficult, and leave a negative impression.

Be prepared so you don’t have to search for things under pressure. Have a pen and notebook handy, and know where your business cards are.

Make the effort to arrive on time. If you are delayed, call the customer and explain when you will be there. Needless to say, if you can’t make it, call to cancel. Don’t just fail to show up because your credibility is on the line. Find out the location ahead of time, so you can allow for heavy traffic or finding your way to a new area.

If you are visiting a company, greet the receptionist and give your name. Be polite to everyone you meet. When you meet your prospect, listen carefully to find out their needs. Then you can provide the solutions to their problems. Take notes so you will remember the details when preparing a bid. At the conclusion of the meeting, shake hands and thank the prospect for taking the time to see you. This attention to detail will set you above the crowd.

To establish your credibility, do what you said you would do. If you promised to get back to them within two days, do so. If you need more time, call and tell them when you will have the quotes. By following through on your commitments, you will appear professional and trustworthy, and more likely to get the job. A little work beforehand will pave the way to big rewards in the future.

Our thanks to Lynda. She touched on a number of important habits that make a huge difference in selling your company’s services. I’m going to expand on a few of them.

Personal Hygiene

There is no politically correct way to suggest you bathe every day. If you are in sales and around people every day, bathing is important. If you don’t take a bath every day, the bacteria on your body will build up and create unpleasant odors. Trust me when I tell you that if you want to make good money as a salesperson, you must think about your customers before yourself. So, the first order of the day is to take a bath.

I don’t know what percentage of women wear perfume in the workplace, but my nose tells me it is decreasing. If you are a woman, I would carefully consider whether to use perfume, and if so, how strong. Is it necessary at all? Will it enhance your ability to sell yourself, and your products and services? You do not want to wear anything that may be objectionable to your customers, and you always run the risk of meeting a customer with allergies. It is safest to remain perfume-free.

Men used to wear after-shave lotion all the time. Not any more. I can’t remember the last time I used the stuff. I now feel that if I need something on my face, I’ll use an unscented skin cream. Like the ladies, we want to guard against wearing anything that is a distraction, offensive or could cause an allergic reaction on a sales call.

There are many different breath aids on the market today. In sales, you are going to talk with other people, sometimes in very cramped quarters. Use a breath neutralizer before every sales call. Trust me, if your breath stinks, it will cost you money.

In general, be sure that your personal hygiene is never offensive. It’s not a subject others will talk to you about, so be overly sensitive and pay attention if you see any negative reaction. Good hygiene makes you more welcome wherever you go.

Age and experience

Ah yes, the beauty of age. If you are fortunate enough to have natural platinum highlights in your hair, as I do, you will find construction sales easier. Older is better. In the customer’s mind, age implies wisdom and knowledge.

Without exception, sales people over 50 will tell you that as they have gotten older, the sales have come easier. No, I do not recommend younger folks start dying their hair gray. But when you are young, consider the value your customers place on age and perceived experience. By changing your hairstyle, your clothing, your vehicle or the way you talk, you can change your customer’s perception of your age and therefore, your experience. It may not be the in thing to do, but it will certainly put more money in your pocket.

An example is a story that sales and motivational trainer Brian Tracy tells about a young friend with long hair. Brian tried to convince him that his hair had a lot to do with the amount of business he wasn’t writing. The young fellow fought the notion for some time, almost to the point of losing his job. Then he got a haircut and his income went up immediately.

He thought he had it made and let his hair grow back out. Income went down. Got a haircut, income went back up. He finally understood.

I had a good friend in the business for more than 30 years, the late Dave Alling. He worked well into his 70’s, and we often talked about the advantage of age in sales. Alling was able to get non-refundable design retainers of at least $2,500 in his later years. As a student of the business he understood that his age gave him the privilege of not only charging for his services, it gave him the authority to ask to be paid for the work he did. No matter how it grates on younger readers, age does make a difference in sales. It is a fact of life, so work with it and don’t fight it.

Hair and shoes

We talked about the length of a man’s hair and its effect on income. Ladies are granted far more liberty than men. A woman’s hair needs to be neat and in a style that is complimentary to her and the way she dresses.

What about facial hair for men? Many people in my seminars believe that facial hair is important.