In our book, The Collaborative Sale1, my colleague Keith Eades and I looked closely at the behaviors of top performing sales professionals, especially those selling business-to-business (B2B) solutions. We identified how exceptional sellers align with modern buyer preferences, and we described various methods for achieving strong results consistently.
A business presentation is just getting started. The salesperson turns to the first slide and says: “Good morning! My name is John Smith and I would like to tell you a few words about our company.” After such an introduction, we already know how this presentation will go and that nothing will surprise us. We’ll be bored for the next half hour...
In sales, being memorable matters! You work much too hard and put in far too many hours to let yourself be easily forgotten. You don’t want to be part of the ho-hum background noise in other peoples’ lives. You’re better than that. You have more to offer than that. And it’s time you made some simple changes to how you present yourself so the impression you make is a lasting one.
According to a recent survey by CSO Insights, sales professionals spend an average of 18.1 percent of their time prospecting and preparing for calls.1 That is nearly one day per work week. Salespeople who have a lean pipeline of opportunities spend even higher amounts of time. With this amount of investment, one would think that sellers would spend their time as wisely as possible. However, when I...
Prospecting - the process of finding potential clients - is one of the salesperson’s most difficult tasks. It often requires conversations with unpleasant clients, and often involves refusal and rejection. Interestingly, the clients themselves don’t like it either. Why? Because they don’t like salespeople? Or perhaps because they apply practices that discourage potential clients?
I once met with a person offering negotiation training - apparently the best in Europe. We sat down, and I spent the next hour hearing about the superiority, attractiveness, reliability and other advantages of their offer. After 10 minutes I was slightly surprised by their lack of interest in how our company works or what we need. After 20 minutes I was slightly bored, and after 40 I began to be irritated....
Today’s clients are more aware of existing market offers than ever, which often means that it is they - not salespeople - who know more about what’s on the market. In such circumstances, monitoring the competition becomes one of the most important activities necessary to build an attractive offer.
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