Problem: Have you ever run into a prospect that just doesn’t “get it”? You’ve done your job well. They’ve convinced you they have a problem that they really want to fix, you’ve determined that you’re in front of the person who can make the decision, and you found out that they have the financial resources [&hellip
Problem: Cal was a copier salesperson. One day in sales training class he lamented about his inability to get a prospect to make a decision on the proposal he had given for their copier business. He had provided some relatively attractive incentives to encourage his prospect to accept the proposal now, but couldn’t get the [&hellip
Problem: Being a good qualifier is the most important skill for a salesperson to possess in a relationship based sale. Yet despite hours of training, most salespeople are mediocre qualifiers at best. Digging down to uncover the real problems, openly discussing money issues and getting in front of the real decision makers are very challenging [&hellip
Problem: Have you ever heard the term “sales profession”? How about “medical profession”? Which one do you think has the most credibility? Of course, we’re biased. We are one of those “professional” salespeople we spoke of a moment ago. But which would the general public, the people who are our prospective buyers, give the most [&hellip
Problem: We blew it. The prospect said “no.” We worked like crazy to put together a great presentation and our hopes to get a commitment to buy were high, but it just didn’t happen. The result was a no…failure, and worse, now we don’t know where to go. Do we just pack it up and [&hellip
Problem: Qualifying is an area where salespeople often do a poor job. As a result, when the time comes for the presentation, salespeople have normally failed to discover the real issues or get any kind of serious commitment from the prospect about what will happen if he can fix the problems. Diagnosis: Salespeople have had [&hellip
Problem: Salespeople are so predictable! They use the “pull” approach, constantly trying to convince and persuade their prospects to buy from them. Of course, their prospects are on to these tactics and are doing their best to “push” the salesperson away. Often, even good prospects feel trapped and push the salesperson away because they don’t [&hellip
Problem: Most salespeople certainly don’t get enough referrals and often the referrals they do receive go nowhere. How many times have you called a referral, failed to get through the gatekeeper, and left a message that never gets returned? Perhaps you’ve even gotten through to the referral, only to be met with a cool response? [&hellip
Problem: Kelly’s company had developed a training program for their customers (and prospects) that was designed to position them as a leader in their industry, enable their customers to use their technology more effectively and reduce emergency calls to the tech support department. Kelly was having difficulty determining why one of his largest customers was [&hellip
Problem: Roger was in a bind. Every month his five sales people reported the “pipeline” of business that they thought would convert into sales for the next month. He then summarized the report for the president of the company. At the last meeting the president told him that his report was “bloated with deals that [&hellip
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