Kurt Sima, on July 11, 2018
Even when you are intentional about removing surprises and skilled at talking about price, you may still encounter objections during the sales process. Listening for objections along the way and handling each one as it comes up helps you avoid trying to address all the objections while you are presenting your proposal.
Dean Moothart, on July 2, 2018
Technology continues to advance at lightning speed. It’s these advancements that change the way we live our lives. It seems that new technology impacts just about every aspect of our life.
The way we communicate – from phone calls and letters to texts and social media.
The way we consume entertainment – from going to a theater to streaming content on multiple devices.
The way we travel – from hotels and taxis to Airbnb and Uber.
Our work life is not immune to these advancements.
John Henley, on June 18, 2018
It seems like every sales manager I have talked to lately wants to talk about activity and how to enforce minimum activity expectations. It took a few of these conversations before a simple truth became obvious to me: Pipeline is way more important than activity.
Greg Giersch, on June 21, 2017
Some sales go from step to step and lead smoothly to an agreement and an order. Other times, things stall and you’re not sure why. It might happen at one of the three tipping points in the sale process. There are many reasons a stall can happen, and there’s a quick way to determine what is helping and what is hindering the process.
At some point in our life, we’ve had someone tell us to draw a line down the middle of a piece of paper, and write all the pros for a decision on one side and the cons on the other. The formal name is a “decision balance sheet.” Ben Franklin was known to use them. What makes this simple exercise effective is that it helps us put on paper what we already know — but haven’t thought enough about.
Another variation of this process is a force-field analysis. It’s used in social science. Our founder Steve Marx applied it to the sales process. The force field approach looks at the forces that are influencing a situation. It looks to see if they are driving movement toward a goal (helping) or blocking momentum toward a goal (hindering).
LeadG2, on April 7, 2017
Guest Contributor, on November 9, 2016
Today we have a guest post from Sherrie Roberts. Sherrie has been crushing sales goals and breaking records for over 20 years from local broadcast to national networks and rep firms. Serving in roles as salesperson, sales manager, General Manger and Founder.
Government is not the only entity wrought with bureaucracy. It’s known to rear its ugly head in all businesses. Systems and policies are certainly vital to accomplish missions and keep chaos at bay. Yet bureaucracy is proof you can have too much of a good thing. Too often we become so ensnared by rules and with making them, that common sense takes a back seat.
There’s this thing called the “naked rule” that has become somewhat of a mantra in my management career. Once, in a meeting discussing a unique issue that had arisen, one leader proposed a new policy to address said issue. Yet another leader responded, with brilliant hyperbole, “So if an employee showed up naked to work, would we really need a rule that says you have to wear clothes to work?” Thank you Captain Obvious for saving us that day from yet another policy that wouldn’t solve anything. In this case, it would have created unnecessary complication—as is so often the case.
Greg Giersch, on October 3, 2016
The traditional ABCs of selling were "always be closing." Coffee was only for closers, and closing was a single, major event. The concept of "always be closing" is valid in that it’s important to always be moving the sale forward.
Before Google, LinkedIn, or social selling, Steve Marx, founder of The Center for Sales Strategy, taught that closing is a series of small yeses leading to the ultimate yes that confirms the sale.
Guest Contributor, on March 23, 2016
You can make the best and the most spectacular recommendations to your prospects, but what use is it if the prospect doesn’t share your point of view?
In B2B sales, you’ve probably spent a lot of resources to score an appointment. You’ve generated leads, qualified them, answered initial questions. And you don’t want to lose your ideal prospects now. Consumer psychology can help you reel the prospect in to sign on that dotted line.
Anybody who knows me knows I enjoy a glass of red wine. I am not a connoisseur by any means, but I do love a good glass of Cabernet.
While traveling recently, I requested a glass at dinner and the server went above and beyond the call of duty. Instead of serving me the house Cabernet (honestly, I would probably have been fine with that), he immediately asked what I liked. Full bodied? Heavy? And then he proceeded to pour me three samples to choose from. The dollar-per-glass charge for samples became a moot point. I knew what I was getting and that I would enjoy my vino with dinner. What service!
This server also called most customers by name when they entered, poured their “usual,” and asked about their kids and pets. Oh, to have more servers like this….
Since the first salesperson roamed the earth in prehistoric times (yes, we know what she was selling, but that’s not the focus of this article!), prospecting has been defined as looking for people who might become customers, or simply, looking for customers.
There’s a slightly different definition, not nearly as well known, that opens up a whole new vista of opportunity: Looking for customer needs. Just one word is different, but it changes the entire meaning.
The first thing that happens when you add that word is that you automatically—instantaneously! —start focusing on customer needs instead of the products and services you handle. Your empathy, expertise, and problem-solving capabilities take center stage, making you more interesting, more useful, and more likely to be viewed as a trusted and valued source.
