I spent three years selling life insurance in the 90s. It was the toughest time of my life. But as a learning experience it remains unbeaten.
About 100 years ago Frank Bettger started selling life insurance in the United States. Some time later he wrote about his experiences in a book that was translated into more than one dozen languages. It’s called How I Raised Myself from Failure to Success in Selling, and you can download it right now for your Kindle or iPad. I read it for the first time in 1992, and I think it is one of the best sales books ever written.
In short, Frank started selling life insurance at a low ebb in his life. I seem to recall that he started without socks, although that might have been my brother. In my case, I had socks but no car.
After 10 months of pain Frank realised something very simple: no matter how good or bad he was at selling, as long as he was able to tell his story to enough people, someone would buy.
Think about that. It doesn’t matter how good or bad you are at selling, if enough people hear what you have to say, someone will buy. And that’s the secret to selling. (I have been selling since 1984 so I have a touch of history in this field.)
Insurance salespeople are amongst the best sellers in the world. And they get taught well. They know that selling is a numbers game. Allow me to explain.
They know, for instance, that for every 20 cold calls they make, they will get 10 appointments. For every 10 meetings they arrange, they will actually meet eight people. (Two people will cancel or just not arrive or set the dogs on them.) They know that for every eight people they meet, they will get four requests for a complete financial report. For each of those four reports they will present three (another no-show). And for each of those three final meetings they will sell one policy.
Let’s work that backwards in terms of money.
The commission on the policy is, shall we say, $10,000. That income is the result of making 20 phone calls, making each of those calls worth $500. That income is also the result of meeting eight people, making each of those meetings worth $1250. And, they had to put in three final meetings to arrive at their income, making each of those worth $3333. (Your own numbers will depend on your process, what you sell, how good you are, the season, and a few other factors.)
Sales is a numbers game. This is easy to measure. And once you are measuring it, it’s easy to improve each facet because you can see where the problem is.
| Effort | Activity | Effect | Value |
| 20 | Prospects Phoned | 100% | 500 |
| 8 | Generates 8 Meetings | 40% | 1250 |
| 3 | Which Generate 3 Presentations | 37.5% | 3333 |
| 1 | Which Generates 1 Sale | 33% | 10000 |
It’s easy to motivate yourself to make each phone call, because each very short phone call is worth a lot of money because 20 of them are going to result in a sale.
And it’s easy to notice when things change, or to focus on improving each facet of your process.
But here’s the thing. In speaking to a whole bunch of business owners this past week, many of whom were their own salespeople, very few had any real idea about just one number: how much their average sale was worth.
And if you don’t know what the average sale is worth, it means you don’t know any of the numbers that are important to your business. You cannot work out the value of a lead, which means you cannot work out how much you can spend on marketing. (Marketing is the process of finding enough leads to get to that one sale).
It means that you don’t have a sales funnel. Your process is more like a funnel spider, and they are fugly boisonous pastards. Maybe that’s why about 96% of small firms fail in the first ten years.