Problem: We often hear from our clients that when they finally get past the gatekeeper, the prospect requests literature prior to committing to see them…and after the literature has been sent, they can’t get the prospect back on the phone. Everyone who is selling anything has been through this experience many times. Salespeople typically have [&hellip
Problem: Marketing departments have a love/hate relationship with salespeople. They “hate” them (sometimes) because they feel their products and services would sell better if the salespeople knew what they were doing, but they love ‘em because they are great consumers of all the product literature, brochures, fliers, etc. that marketing departments tend to crank out. [&hellip
Problem: Objections are probably the most misunderstood area of selling and typically salespeople are not very good at dealing with them. Analysis: Experience tells us that objections are really not “buying signals” like the sales gurus of old have told us. In fact, objections could be deal breakers if we don’t handle them properly so [&hellip
Problem: One of the measures of a successful salesperson is the number of referrals they get from past customers and others. Many salespeople do not get enough referrals to keep them from having to make cold calls and do prospecting on a regular basis. Often salespeople do not get repeat referrals because they fail to [&hellip
Problem: Bert, VP Sales for ABC Company, was explaining to the CEO why they were 50% short of goal. “Our prospects tell my salespeople our pricing is 25% higher than our closest competitor, business is terrific so why risk change, and they (the prospects) don’t understand Web-based e-commerce yet.” Bert continued, “I can relate. We [&hellip
Problem: You spent the better part of a day putting together a proposal and preparing for a big presentation. You’re ready for your scheduled meeting and finally get your chance. Everything goes great and you are at that point waiting for the buyer to say, “Yes.” The prospect warmly smiles and says, “That was one [&hellip
Problem: Larry was a salesperson with 3 years experience selling printing services. He was constantly busy doing proposals and following up on the many prospects who regularly called him for quotes. Clearly, he had developed great relationships with his prospects and customers. While his sales manager was happy with his efforts (the company measured salespeople [&hellip
Problem: How gullible we salespeople are! Steve had heard it all before, but every time he heard prospects say they were thinking about changing suppliers or that they had heard good things about his company, Steve breathed a sigh of relief. He wanted to believe that this one would be easier, that this one might [&hellip
Problem: Recently a relationship manager with a large regional commercial bank called for some coaching. He had been having a dialogue with his prospect for several months and had offered several proposals for the business, all of which had been rejected as “just not compelling enough” for them to change banks. He was very proud [&hellip
Problem: Krista had been making a lot of sales calls, seeing many people, and enthusiastically presenting proposals during the past few months. She was pleased that her pipeline was full because she had so many proposals on the street. Her prospects, however, seemed to take a lot of time to make buying decisions, and sales [&hellip
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