Problem: One of the most common objections salespeople get is about price: “That’s a bit more than we were thinking about paying.” “Your prices are kind of high.” “That’s way out of our budget range” are typical comments. Salespeople tend to be very aggressive in their attempts to overcome price objections and begin dropping their [&hellip
Problem: Tim, a software sales rep, had been having a rough day. He’d been bombarded with questions from several customers and had gotten behind on a proposal that he needed to finish before the end of the day. Then he got a call from Gene, a prospect who introduced himself by saying, “I’ve heard great [&hellip
Problem: Jeremy had been selling for 15 years and was feeling a little frustrated lately. He honestly evaluated his job in sales and figured out that there were some things about selling that he really hated. Top on the list were: chasing prospects who don’t return calls, wasting time doing proposals and presentations for prospects [&hellip
Problem: Sean was frustrated. Twice in one month someone in the prospect’s organization had sabotaged him after he thought he had made a sale. In both situations he’d been in front of the decision maker, but both sales fell through nevertheless. Ever happen to you? Analysis: Sean had done a great job of getting in [&hellip
Problem: Casey had made a presentation to a large shipyard that had been awarded the contract to build one of the Navy’s newest amphibious ships. This was an important deal for his company, a seven-figure sale over the next two years. Casey knew that he was the front-runner and, if the company did not accept [&hellip
Problem: Ever go on a sales call where there seemed to be little structure, where both parties seemed to be on different pages, where expectations were not met, and little was accomplished? Even worse, you expected something positive to occur but simply got a lukewarm response such as, “Give me some time to think about [&hellip
Problem: “What am I doing here?” Robert said to himself. He was twenty minutes into the initial meeting with this prospect, and he was clearly fighting an uphill battle. All his attempts to develop rapport were met with apathetic, almost frigid responses. His questions, simple and innocuous though they were, received little more than one [&hellip
Problem: Steve called us the other day, frustrated with what he called the usual “end of the quarter scramble.” In an effort to make their numbers at the end of every quarter, his reps were resorting more and more to pricing concessions to get business closed. What was worse, Steve felt that many of his [&hellip
Problem: While in my office the other day, I got a call from a financial advisor. As soon as I answered the phone he began a pitch that lasted for what seemed a very long time, listing all the reasons why I should do business with him. I told him that my wife controls the [&hellip
Problem: Since closing rates are in the 15-20% range nationally, one of the biggest concerns that management and salespeople alike have is a desire to increase closing rates. Although there are several reasons for this problem, one of the most overlooked is the tendency for salespeople to make proposals without knowing what will happen when [&hellip
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