Problem: The majority of Pamela’s prospects were Fortune 1000 companies that were headquartered outside her geographic territory. Unfortunately, most of the people who had final decision-making authority on her product were at headquarters and she often had to deal with local decision influencers who could not make the final decision. She was frustrated by this [&hellip
Problem: Sara was becoming increasingly frustrated in her efforts to reach the decision makers when she was prospecting. Time after time access was blocked by the gatekeepers and information gatherers. It often seemed like there was a conspiracy to keep her from speaking to the top-level people. She had tried various tactics, but nothing was [&hellip
Problem: The following frustration was shared with me by a salesperson the other day. “I reached out to 127 potential prospects this week and only 8 of them gave me the time I needed to tell them what I do. The rest of them said they were busy and didn’t have time to talk. I [&hellip
Problem: Jason was new to the company and was trying to develop his territory. He didn’t lack enthusiasm and was making his objective of 50 cold phone calls a day. He felt pretty good about that since he saw others make far less. But still, he was not making nearly enough appointments to keep his [&hellip
Problem: Marcia was a successful life insurance agent, but she suffered from insomnia every time she made a sale. When we asked why, she replied that about 40% of the time, when she closed a deal, the new “client” would call her the next day (but usually not during working hours) and leave a voice [&hellip
Problem: Jack had been with the company for only two years, yet he was considered their most technically competent salesperson. He was the “go to guy” when the other salespeople needed someone to talk to about solutions, specifications, and competitive information. He was an expert when it came to product knowledge. Yet he had the [&hellip
Transcript of the entire Webinar John: Hi, everybody. Welcome to the Adapt or Fail webinar this afternoon. This is John Schumann. I’m from the Whetstone Group. Let’s cover just two things before we get into the program. I’d like to get a little bit about ROI4Sales and then a little bit about the Whetstone Group; [&hellip
Problem: Salespeople spend far too much time preparing proposals and close far too few. Of course, closing rates vary, but closing only 15-20% of the proposals one makes is not uncommon. This is obviously very inefficient, causing time management problems, feelings of rejection, futility, and despondence, not to mention reduced sales and lower commissions. Diagnosis: [&hellip
Problem: Darrell sold complicated software solutions to manufacturing companies. His was a complex sale in that several fact-finding meetings were typically required and the presentation often was to a group of 4-5 senior company executives. Trying to get a commitment with so many involved was difficult. He always felt like he missed presenting some important [&hellip
The pain overview discover how the opportunity for sales exist between today’s reality and future expectations
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