By now you know how to approach prospecting and cold calling—but do you actually put it into practice? You know that closed-ended questions are not a good idea—but do you really refrain from asking them? At the end of the day, it isn't the pursuit of knowledge for its own sake that counts, but what you actually put into practice. So make it happen!
“We have to reduce complexity” is the battle-cry of the unsuspecting. I'll explain why in this chapter. Above all, I'd like to help you focus on what is essential for your business, namely the optimal distribution of sales projects. After all, what is at stake is nothing less than your future!
People are poor intuitive statisticians. That is why you shouldn't simply allow the respective salesperson to estimate the probability of success for their sale. This is a widespread practice, but fails to deliver realistic results. Do it better! Here are a few ideas on the matter.
Those who think that a monkey wrench actually wrenches monkeys might also think that you need a sales manager to manage sales. But is that really the case? What is clear is that those who do not have goals will end up where others want them to be. That is why goals are like guiding stars. But how are good goals established in sales?
Every salesperson is different, but there are some remarkable similarities. In order to show you which type is best suited to which strategy, I will introduce the four most common varieties of salespeople.
Great things are often achieved by exceptional people. Mistakes, however, are seldom exceptional. This also applies to the model of business fields I have introduced. Practice reveals typically made mistakes. I want to shed light on them and tell you how they can best be avoided.
How should your sales organization be structured to have the best possible chances of success? With this question in mind, I would like to return to the model introduced last week and offer some additional thoughts concerning the best individual strategy.
In what business fields are you successful? What type of customer relationship is particularly fruitful? Where are your best customers in terms of know-how and their willingness to switch providers? These are the questions that we will consider, because they are helpful in questioning and improving your sales strategy. Keyword: Market play.
At the Munich October Fest 2015 you had to pay more than $13 for a liter of poorly drawn beer, and yet nowhere else in the world was more beer being sold at this time. Why is that? I will now delve into the psychological reasons underlying price negotiation and explain how to put a muzzle on your inner price cutter.What would you pay for a burger? $4,99? What about $5,99 or $6,99? Even $8,99? I’m pretty sure you’ve seen menus with burgers for about $20 and even more. We’re talking about burgers of a similar quality. Why is this?
You probably know the scene from Monty Python’s comedy classic “Life of Brian”, in which the protagonist, which is on the run, wants to buy an artificial beard. The seller tells him that the price for the beard is 20 shekels, and as Brain is about to pay, the seller says, “Wait a minute! We’re supposed to haggle…” The funny exchange that follows has always stuck in my memory and serves as a symbol for how a sales professional never expects the customer to agree to a price. And that’s the problem