When football players score a touchdown, it’s not unusual to see them celebrate in the end zone. Long-term traditions include player renditions of the dirty bird, the “dunking” the ball over the goal post, or the famous (infamous, if you’re from Minnesota) Lambeau Leap. In recent years, the NFL has become more strict about excessive end-zone celebrations, because of their potential to be interpreted as taunting, poor sportsmanship, and… well, class-less. (Do I need to spell it out with a Sharpie?)
Every sales representative that calls on your prospect today (and there is likely to be lots of them) will say they want an appointment. While meeting with people like you (and your competitors) might be a big part of your prospect's job, it is probably not the only thing they do. As a result, many would-be salespeople will be turned away.
One of the industry newsletters I subscribe to comes from FICO (Fair Isaac Corporation), whose work is centered on lending and banking analytics. A recent issue warned against operational negation. That is, behavioral contradictions which can send the customer conflicting signals.
You should. Because five year-olds have an answer for everything:
We live in an age that seems to encourage complexity. You can slice and dice research six ways from Sunday to build a compelling argument as to why your product or service is better than the other guys’. Spreadsheets, pie charts and white papers are only a few keystrokes away… and illustrate why the competition is inferior to the company you represent. 
In almost any relationship (not just marriage), there is a period in which the parties are utterly thrilled with each other. Whether you are working with a new client, or if a recent job change makes you the new kid on the staff... there seems to be somewhat of a grace period that gives us considerable latitude early in these new relationships. Think about why that might be:
A friend of mine was recently complaining about a computer vendor that had failed to deliver on some training that was promised as part of a major purchase. Oh, the training was conducted… it just wasn’t effective (at least, in the buyer’s opinion). For weeks after the equipment was deployed, “People were still spinning their wheels, trying to figure out the new system,” he explained.
On a recent business flight, I happened to engage a fellow passenger in conversation. His business was selling steel to manufacturers who make things (almost anything) with steel components.
More price-sensitivity. Greater demand for “value added.” Remarkable scrutiny when it comes to determining “return on investment.” Why are clients so demanding, all of a sudden?!
Recently, I was working with a client that was facing a tremendous problem. It was much more serious than the possibility of losing one of their biggest accounts. Due to some new legislation, they were on the verge of potentially losing an entire category of customers. Briefly, there was a period of shock… as if the sales manager and his team had suffered a traumatic (economic) injury. But then, very quickly, the group shifted into survival mode. Who knows where it came from—perhaps desperation, perhaps adrenaline—but the co-workers, led by their manager, started reviewing their capabilities and resources, and investigating where they might find pockets of revenue to replace the money that could soon vanish.
