<?xml version="1.0" encoding="UTF-8"?>
<!--  generator="ewebcreator"  -->
<rss version="2.0">
<channel>
<title>Cyber Sales Training Information and Resources | Sales | Sales Traing</title>
<link>http://www.CyberSalesTraining.com/article.xml</link>
<description><![CDATA[Sales Training Articles and Information  - Useful Articles related to Sales: Sales Training, Sales Management, Sales Marketing, and much more.]]></description>
<pubDate>Fri, 10 Aug 2007 07:44:36 -0600</pubDate>
<generator>http://eWebCreator.com</generator>
<language>en</language><item>
	<title>How to Build Trust and Rapport Quickly</title>
	<link>http://www.CyberSalesTraining.com/info/Sales-Info/How-to-Build-Trust-and-Rapport-Quickly.html</link>
<pubDate>Fri, 10 Aug 2007 07:44:36 -0600</pubDate>
<category>Sales Info</category>
<guid isPermaLink="true">http://www.CyberSalesTraining.com/info/Sales-Info/How-to-Build-Trust-and-Rapport-Quickly.html</guid>
	<description><![CDATA[If you're working hard, but aren't consistently generating enough sales and getting referrals&hellip; chances are it's a matter of trust! Suppose you could incorporate a few simple, yet highly effective ideas into your selling process and substantially increase your bottom line? One of the most critically important and yet frequently overlooked aspects of selling is creating a solid foundation of trust and rapport.
I believe that once you have established trust and rapport with your prospect, you actually have the hard part behind you and can anticipate making the sale. It really doesn't matter how knowledgeable you are about your product line or how many closing techniques you have mastered, unless you earn your prospect's trust and confidence you are not going to make the sale - period! While there is no approach that will work 100% of the time with every prospect, fortunately there are fundamentals you can use that will help you build trust and rapport quickly. 
Gain the Competitive Edge There is absolutely no substitute for a positive first impression. Research clearly indicates that we decide in the first few minutes whether we like someone or not. Yes, we also judge a book by its cover too. In most cases, your prospect's first impression of you will be made over the phone or from a voice message you leave. Therefore, it is always a good idea to focus your intention and organize your thoughts by utilizing a phone script instead of shooting from the hip. Here are some suggestions to help you get off on the right foot. Show up on time and be well prepared. Maintain a well-groomed appearance and dress appropriately for your market. And finally, be upbeat and personable without becoming overly familiar. 
Promote Your Credibility Establish your credentials as an expert in your industry during your initial appointment. When you offer your business card and or company brochure, highlight two or three reasons why you elected to work for your company. Keep your marketing materials looking professional and up-to-date. If you conduct appointments in your office, display your awards and certificates of accomplishment.
Use Active Listening SkillsThe quickest way to destroy trust and rapport is to dominate the conversation. Successful salespeople take notes, listen attentively, and avoid the temptation to interrupt, criticize, or argue. To develop and encourage conversation, use open-ended questions to probe the meaning behind your prospect's statements. Occasionally repeat your prospect's words verbatim. By restating their key words or phrases you not only clarify communication, but also build rapport. 
Adjust to Your Prospect's Temperament StyleResearch indicates people are born into one of four primary temperament styles; aggressive, expressive, passive, or analytical. Each of these four primary temperament styles requires a unique approach and selling strategy. For example, if you are selling to the impatient, aggressive style, they prefer a short warm up and expect a quick, bottom line presentation. While at the other extreme, the cautious, analytical style is slow to warm up and is interested in every detail. Once you learn how to identify each of the four primary styles, you will be able to close more sales in less time by adjusting to your prospect's buying style. 
Actions Speak Louder than WordsOur body language reveals our deepest feelings and hidden thoughts to total strangers. Research indicates that in a face-to-face conversation, over 70% of our communication is perceived nonverbally. In addition, nonverbal communication has a much greater impact and higher reliability than the spoken word. Therefore, if your prospect's words are incongruent with their body language gestures, you would be wise to rely on their body language as a more accurate reflection of their true feelings. Be mindful of your own body language gestures and remember to keep them positive by unfolding your arms, uncrossing your legs, nodding your head in agreement, and smiling frequently.
Create trust and rapport quickly by &quot;matching and mirroring&quot; your prospect's body language gestures. Matching and mirroring is an unconscious body language mimicry by which one person tells another they are in agreement. The next time you are at a social event, notice how many people are subconsciously matching one another. Likewise, when people disagree, they subconsciously mismatch their body language gestures. The psychological principle behind matching and mirroring is the fact that people want to do business with salespeople that they believe are similar to them. An effective way to begin matching your prospect is to subtly nod your head in agreement whenever your prospect nods their head, or cross your legs when they cross their legs, etc. By understanding the meaning behind your prospect's body language gestures, you will minimize perceived sales pressure and know when it's appropriate to close the sale. 
In today's highly competitive marketplace, your prospects have many options and are looking for a salesperson they know they can trust to work in their best interest. Salespeople who fail to put an emphasis on developing trust and rapport actually do a disservice to their customers and in effect, leave the backdoor open to their competition. In addition to generating new sales, developing strong relationships will keep competitors at arms length and your business on the books!]]></description>
</item>
<item>
	<title>Different Strokes for Different Folks</title>
	<link>http://www.CyberSalesTraining.com/info/Sales-Info/Different-Strokes-for-Different-Folks.html</link>
<pubDate>Fri, 10 Aug 2007 07:43:27 -0600</pubDate>
<category>Sales Info</category>
<guid isPermaLink="true">http://www.CyberSalesTraining.com/info/Sales-Info/Different-Strokes-for-Different-Folks.html</guid>
	<description><![CDATA[Different Strokes for Different FolksHave you ever wondered why you seem to hit it off right away with some customers, while with others it's more like oil and water? That's because we respond intuitively to the natural chemistry, or lack there of, between temperament styles. Our temperament style not only determines our behavioral traits, body language pattern, and &quot;buying style&quot; but it also influences our compatibility with others.
Today we have access to innovative tools such as the Internet, cell phones, faxes, and voice mail all designed to enhance our communications and support us in selling more effectively. Nevertheless, even with all of these technological tools at our disposal, the alarming number of failed relationships, dissatisfied employees, and lost sales all reflect the fact that none of us are as effective at understanding others as we would like to believe. 
For example, what about that sale you thought you had made and at the last minute your prospect changed their mind and didn't buy&hellip; or at least they didn't buy from you. Chances are you lost that sale because of your inability to recognize your prospect's buying style. 
Research in the field of psychology tells us that we are born into one of four primary temperament styles (Aggressive, Expressive, Passive, or Analytical) that are unrelated to race or gender. Each of these four behavioral styles requires a different approach and selling strategy. As a professional salesperson your income is dependent upon your ability to identify your prospect's buying style and adjust your presentation accordingly. 
Ancient Wisdom
Hippocrates, the father of medicine, is credited with originating the basic theory of the four temperament styles twenty-four hundred years ago. Since the days of ancient Greece there have been many temperament theories and a wide variety of evaluation instruments, but essentially, they utilize the four temperament styles that Hippocrates identified. Hippocrates observed that these four styles have a direct influence on our physiology, character traits, and outlook on life. 
The Aggressive or Worker style is: 
Extroverted - Determined - Demanding - Domineering - Controlling - Practical - Self-reliant - Decisive - Insensitive
The impatient and goal-oriented Worker prefers a fast, bottom line presentation style. Be on time and well prepared. Avoid small talk and get right to business. They are generally quick to make a decision. Workers are focused on results and ask &quot;what&quot; questions. Keywords to use are: results, speed, and control. Give them options so that you don't threaten their need for control. 
The Expressive or Talker style is: 
Extroverted - Enthusiastic - Emotional - Sociable - Impulsive - Optimistic - Persuasive - Egotistical - Unorganized
The playful and friendly Talker prefers a fast and entertaining presentation style. They are quick to make a decision and tend to be impulsive shoppers. Keep them focused on the subject and allow time for them to express their opinion. Talkers seek social acceptance and ask &quot;who&quot; questions. Keywords to use are: exciting, fun, and enthusiastic. Keep your presentation big picture - avoid details and numbers. Use colorful pie charts or graphs. Use testimonials with the status conscious Talker.
The Passive or Watcher style is:
Introverted - Accommodating - Harmonious - Indecisive - Patient - Uninvolved - Sympathetic - Supportive - Stable 
The peaceful and stoic Watcher prefers a slow, deliberate presentation and requires time to warm up. They are very sensitive to conflict or perceived &quot;sales pressure.&quot; Watchers have a need to accommodate others and ask &quot;how&quot; questions. Keywords to use are: family, service, and harmony. Condition Watchers for change; they are natural born procrastinators who love the status quos. Help the Watcher make a decision by giving them assurance. 
The Analytical or Thinker style is:
Introverted - Thoughtful - Organized - Critical - Shy - Detailed - Pessimistic - Introspective - Private 
The cautious and frugal Thinker prefers a slow, detailed presentation and requires time to warm up. They are skeptical and typically research before they purchase. Thinkers want detailed information and ask &quot;why&quot; questions. Keywords to use are: logical, safety, and quality. Expect them to take their time &quot;thinking it over.&quot; They will &quot;shop your numbers&quot; to make certain they are getting the best deal possible. Help the Thinker reduce their fear of making a mistake by giving them evidence and guarantees. 
While there are certainly many factors that influence the selling process, by far the most important is learning how to identify your prospect's buying style. In fact, the majority of lost sales can be directly attributed to poor communication and failure to establish trust and rapport. Once you learn how to quickly and accurately determine your prospect's buying style, you will be able to develop trust and rapport quickly and thereby dramatically increase your sales effectiveness! 
]]></description>
</item>
<item>
	<title>Customers for Life!</title>
	<link>http://www.CyberSalesTraining.com/info/Sales-Info/Customers-for-Life.html</link>
<pubDate>Fri, 10 Aug 2007 07:42:31 -0600</pubDate>
<category>Sales Info</category>
<guid isPermaLink="true">http://www.CyberSalesTraining.com/info/Sales-Info/Customers-for-Life.html</guid>
	<description><![CDATA[The most successful companies place great value on developing lifetime relationships with their customers. In today's competitive marketplace, they are aware that their customers are aggressively prospected and their loyalty cannot be taken for granted. Customer focused companies recognize that relationship building and follow on service are critical components for promoting both customer retention and revenue growth.
First Build a RelationshipToday we have access to innovative tools such as the Internet, cell phones, faxes, and voicemail all designed to enhance our ability to communicate. Nevertheless, even with all of these technological tools at our disposal, the alarming number of dissatisfied customers, lost sales and failed relationships all reflect the fact that none of us are as effective at communicating as we would like to believe. 
Temperament understanding helps to foster effective communication. Research in the field of human psychology indicates people are born into one of four primary behavioral styles: aggressive, expressive, passive, or analytical. Each of these four temperament styles requires a unique approach and communication strategy. For example, if you are working with the impatient, aggressive style, they want a quick fix and a bottom line solution. Under pressure they can be ill tempered and quick to anger. Give them options so you don't threaten their need for control. Don't waste their time with chitchat - stick to business. While at the other extreme, the stress-prone analytical style requires more information and is interested in every detail. Their cautious and analytical nature makes them susceptible to buyer's remorse. Be sensitive to their need for reassurance and guarantees. Once you learn how to identify each of the four primary behavioral styles you will be able to work more effectively with all of your customers. 
Communicate EffectivelyRecognize the importance of nonverbal communication and learn to &quot;listen with your eyes.&quot; It might surprise you to know that research indicates over 70 percent of our communication is perceived nonverbally. In fact, studies show that body language has a much greater impact and reliability than the spoken word. 
Create a favorable first impression and build rapport quickly by using open body language. In addition to smiling and making good eye contact, you should show the palms of your hands, keep your arms unfolded, and your legs uncrossed. You can develop harmony by &quot;matching and mirroring&quot; your customer's body language gestures. Matching and mirroring is unconscious mimicry. It is a way of subconsciously telling another that you like them and agree with them. 
Improve your active listening skills. To develop and encourage conversation, use open-ended questions to probe the meaning behind your prospect's statements. Occasionally repeat your prospect's words verbatim. By restating their key words or phrases you not only clarify communication, but also build rapport. Keep your attention focused on what your customer is saying and avoid the temptation to interrupt, argue, or dominate the conversation. 
Little Things Make a Big DifferenceRendering quality customer service is both a responsibility and an opportunity. Often salespeople view customer service as an administrative burden that takes them away from making a sale. The truth is that customer service provides opportunities for cross-selling, up-selling, and generating quality referrals.
Customers describe quality customer service in terms of attention to detail and responsiveness. Customer satisfaction surveys consistently point to the fact that the little things make a big difference. Not surprisingly, the top two customer complaints with regards to customer service are unreturned phone calls and a failure to keep promises and commitments. Make an effort to see yourself through your customers' eyes. True customer service is meeting and surpassing your customers' expectations.
Successful salespeople &quot;go the extra mile&quot; when providing service and turn the customers they serve into advocates to help them promote their business. Your referrals and follow on business are in direct proportion to the quality and quantity of service you render on a daily basis. Want more referrals? Improve your service!
Here are five powerful customer service tips.

    Under-promise and over-deliver. Develop a reputation for reliability; never make a promise that you can't keep. Your word is your bond. 
    Pay attention to the small things. Get in the habit of returning phone calls, e-mails and other correspondence quickly. Follow up, follow up, and follow up.
    Stay in contact and keep good records. Take the time to jot down notes from meetings and phone calls making certain to record all relevant information. Maintain a written record of service. This is especially helpful when clients are reassigned to new agents. Setup a suspense system to track important contact dates such as client review calls and birthdays. Consider sending a personal note or an article of interest every six months.
    Give your customers a promotional gift. Consider sending them a letter opener, coffee mug, or a calendar with your picture and contact information.
    Establish a feedback system to monitor how your customers perceive the quality and quantity of the service you provide. Service is not defined by what you think it is, but rather how your customers perceive its value. When it comes to customer service, perception is reality. 

Progressive companies emphasize commitment to customer service from the top down by establishing training standards and continuously monitoring customer satisfaction. Companies that fail to implement an effective customer service program actually do a disservice to their customers and unknowingly, leave the backdoor open to their competitors. If you do it right, sales and service blend seamlessly and you will exceed your customers' expectations! ]]></description>
</item>
<item>
	<title>Cross-Selling Takes Teamwork</title>
	<link>http://www.CyberSalesTraining.com/info/Sales-Info/Cross-Selling-Takes-Teamwork.html</link>
<pubDate>Fri, 10 Aug 2007 07:41:40 -0600</pubDate>
<category>Sales Info</category>
<guid isPermaLink="true">http://www.CyberSalesTraining.com/info/Sales-Info/Cross-Selling-Takes-Teamwork.html</guid>
	<description><![CDATA[John BoeProgressive companies understand the power of cross-selling and recognize it as a critical component for promoting both customer retention and revenue growth. What is cross-selling? Cross-selling is nothing more than team-selling with other specialists within your company, all working in partnership on behalf of the customer&rsquo;s best interest. It is a proactive, ongoing sales process designed to provide your existing customers with a full range of your company&rsquo;s products and services. The good news is, cross-selling is one of the most profitable and least risky endeavors a company can undertake. The bad news is, if your cross-selling program is not properly administered and monitored you run the risk of losing customers and creating conflict within your sales team.
Not surprisingly, two of the key elements that make cross-selling work are trust and convenience. Your customers already possess a degree of trust in your company, and this can be converted into additional sales that are not directly related to their existing products. Some might suggest that customers are irritated by cross-selling and perceive it as an aggressive sales approach. Interestingly enough, consumer research indicates that the reverse is actually true. Most customers prefer a full spectrum of products and services and appreciate the convenience that is provided through a comprehensive cross-selling approach.
Would You Like Fries With That?While you may not have recognized it was happening, the last time you ordered from a fast food restaurant there is a good chance you experienced cross-selling. Cross-selling is a well-established and highly effective marketing practice utilized by a wide variety of industries, ranging from financial institutions to fast-food restaurants. When you cross-sell related products and services to your existing customers, you are making a smart decision. Developing a systematic approach to cross-selling brings in additional revenue with relatively low expense and effort. Marketers wrack their brains and develop expensive advertising campaigns solely designed to get prospects to focus on their offers. When you cross-sell to existing customers, you don&rsquo;t have to compete for their attention. In addition to generating new sales, cross-selling promotes customer loyalty and as a result, keeps competitors at arms length and your business on the books. 
What Makes Cross-Selling Work?Cross-selling begins with uncovering your customer&rsquo;s needs and laying the groundwork for other specialists to assist you in the selling process. The best place to introduce your customer to the concept of cross-selling is during your initial needs analysis meeting. It is important that you inform your customer early in the needs analysis process that you do not work alone, but represent one aspect of a team of specialists all working to help them achieve their goals. When you cross-sell you don&rsquo;t claim to be the expert, you are more of a partner in the process, guiding your customer toward another qualified specialist within your company. You are responsible for setting the tone and preparing your customer for a smooth transfer to an additional specialist.
Unfortunately, many salespeople fail to do a thorough needs analysis and as a result, frequently do not identify potential products and services that fall outside of their area of expertise. Ask questions and take good notes. Ask about their goals and what concerns them. When you discover an area of potential need, be certain to ask your customer what steps they have taken, if any, to address the concern. This collaborative approach also helps you view yourself as a planning partner. Effective cross-selling is all about guided self-discovery. Through a series of thought provoking, open-ended questions, successful salespeople assist their customers to uncover potential needs. 
During the needs analysis interview, I highly recommend the use of a checklist that incorporates all of your company&rsquo;s products and services. Relying on your memory alone is a poor business decision, so take the time to jot down key information. The integration of customer information and behind the scenes paperwork is essential to facilitate a seamless handoff.
Keys to Achieving Cross-Selling SuccessWhen developing a cross-selling program, it is critically important that everyone in the organization buys into the philosophy and fully participates in the program. The foundation of every successful cross-selling program is rooted in a strong incentive system based on personal recognition and financial reward. Because of the complexity, there also needs to be a standardized software tracking system in place to monitor compliance and coordinate cross-selling activities between specialists. The true value of any sales program can only be measured through the customer's eyes. Steps should be taken to actively survey customer satisfaction throughout the process. Once a company links specialists, business processes, and data they make it easy for their salespeople to act on behalf of their customers.
Companies that fail to implement an effective cross-selling program actually do a disservice to their customers and in effect, leave the backdoor open to their competitors. ]]></description>
</item>
<item>
	<title>Six Powerful Prospecting Tips</title>
	<link>http://www.CyberSalesTraining.com/info/Sales-Info/Six-Powerful-Prospecting-Tips.html</link>
<pubDate>Fri, 10 Aug 2007 07:40:29 -0600</pubDate>
<category>Sales Info</category>
<guid isPermaLink="true">http://www.CyberSalesTraining.com/info/Sales-Info/Six-Powerful-Prospecting-Tips.html</guid>
	<description><![CDATA[Why is it that some sales reps consistently earn a six-figure annual income while other reps, putting in the same hours, selling the same products and trained by the same sales manager struggle each month financially to make ends meet? The answer to this question is painfully simple; the six-figure sales reps spend more time on the phone and never forget to ask for referrals!
Top producers don't need to be told to ask for referrals or follow up on hot leads, because they understand that prospecting is a necessity and not just an activity. The good news is that prospecting for new business, like any other skill, can be trained and developed into a habit. 
Six Powerful Prospecting Tips to Build Your Business

    Tip One: Don't Forget to Ask for Referrals.When it comes to asking for referrals, timing is everything. Research indicates that the most effective time to ask for referrals is right after you've made the sale or provided a valuable service for your customer. Asking for referrals prior to closing the sale is a big mistake and may even jeopardize the sale itself. Once the sale has been completed, your customer will be on an &ldquo;emotional high&rdquo; and far more receptive to the idea of providing you referrals.
    Tip Two: Train and Reward Your Advocates.An advocate is a person who's willing to go out of his or her way to recommend you to a friend or associate. Most customers are initially reluctant to provide referrals without some basic training and motivation.Once you're given a prospect, it's a good idea to take the time to role-play with your advocate to demonstrate how to approach and talk to their referral. A brief role-playing exercise will build your advocate's confidence and keep them from overeducating their referrals. During your role-play session, be sure to prepare your advocate to expect some initial resistance. This training will pay big dividends by making your advocate more effective and less likely to become discouraged when faced with rejection.Always take the time to thank your advocates and give them feedback on the status of their referrals. I recommend that you call them and then follow up by sending a thank you card and or gift. 
    Tip Three: Strike While the Iron is HOT.Prospects, like food in your refrigerator, are perishable and therefore need to be contacted quickly. Each day you let slip by without making initial contact with your referral dramatically reduces the probability of you making the sale. Develop the habit of contacting your referrals within two-business days or sooner. Have a system to keep track of your referrals so they don't end up falling through the cracks. It's critical to have a computerized client contact management system to record your remarks and track future contacts and appointments. Relying on your memory alone is a very poor business decision that will cost you dearly. 
    Tip Four: Schedule a Minimum of Two-Hours a Day for Phone Calling.Make your phone calls in the morning while you and your referrals are both fresh and alert. Treat your prospecting time with the same respect you would give to any other important appointment. This is not the time to check your e-mails, play solitaire on the computer, make personal phone calls or chat with your associates.Avoid the temptation to try and sell your product or service over the phone. Your objective for every phone call is to create interest, gather information and make an appointment. If your prospect asks you a question, get in the habit of going for an appointment rather than giving a quick response.Don't shoot from the hip use a script. It's important to use a phone script when you contact your prospect so you don't leave out any key information. It's a good idea to role-play your script over the phone with your sales manager until he or she feels you sound confidence and professional. 
    Tip Five: Qualify Your Prospect at Maximum Range.Unfortunately, not every prospect will be interested or qualified financially to purchase your products or services. Successful sales reps don't waste time chasing after low-probability prospects and know when it's time to cut their losses and move on. 
    Tip Six: Don't Take Rejection Personally.Selling, like baseball, is a numbers game pure and simple. Rejection is to be anticipated as a natural aspect of the qualification process, so don't take it personally. Learn from rejection by using it as a valuable feedback mechanism. Salespeople who take rejection personally lack perseverance and seldom make the sale.

For the majority of salespeople, prospecting for new business is without a doubt the most challenging and stressful aspect of the selling process. Selling is a contact sport and daily prospecting for new business is the key to every salesperson's long-term financial success. By integrating these six powerful prospecting tips into your daily business routine, you'll be able to keep your appointment calendar packed!]]></description>
</item>
<item>
	<title>Know What You Are Selling</title>
	<link>http://www.CyberSalesTraining.com/info/Sales-Info/Know-What-You-Are-Selling.html</link>
<pubDate>Fri, 10 Aug 2007 07:39:19 -0600</pubDate>
<category>Sales Info</category>
<guid isPermaLink="true">http://www.CyberSalesTraining.com/info/Sales-Info/Know-What-You-Are-Selling.html</guid>
	<description><![CDATA[When you walk into your prospect&rsquo;s office, begin a cold call campaign or otherwise approach a potential customer, are you always entirely sure of your objectives? A glowing presentation that ends without a clear direction can almost never be effective. At the beginning of any sales presentation, it is necessary to ask yourself two questions that, at first glance, may seem to have obvious answers:What are you selling?What do you want?Regardless of how many times I ask these questions of sales professionals, the large majority blunder in their answers. They have one objective in mind &ldquo;to sell a product/service&rdquo; whether it is a quick $15 decision or a multi-part $150,000 purchase. In order to make each contact you have with your prospects effective, you should be sure you know the objectives of each meeting, by the way, that will not always be to sell something.Take the example of Kelly, a sales associate who believes that her latest job, selling a children&rsquo;s product to stores, will lead her to the high commission payouts she has dreamed of for years. Kelly talks to all of her leads about the different options they have, but never seems to be able to make a sale. Her dialogue usually sounds like this&hellip;&ldquo;These products just leap off the shelves, see the bright colors, studies prove that kids love them and reach for them instinctively, oh and take a look at the kids safe information, parents go for that every time. You can get this at a steal right now; we have a special wholesale discount in place.&rdquo;What is Kelly actually selling here, a product that kids will love, a product that parents will love, or a product that is a low cost item to the retailer? And what does she want the prospect to do, buy her product, think about buying her product, or take a lesson in buyer&rsquo;s psychology? I am not sure because she is not sure. Kelly has not thought more past her overall objective of selling something to make some money.I recently attended a free seminar targeted towards success-seekers after which the speaker offered his company&rsquo;s mentoring services. His objectives were clear from the start. He began by expressing the importance of mentoring and demonstrating how we employed the use of mentoring in other parts of our lives.He went on to discuss ultra successful entrepreneurs and made links between their success and the mentors who they claimed helped them achieve it. Towards the end, he rounded off his presentation with an effective set of slides that showed well known celebrities who had all gone through his mentoring program, all of which had glowing reviews. It was only then that he mentioned his program, giving us the feeling that we could not leave the room without it.His proposition was that the audience sign up for his mentoring services, his presentation showed why we needed those mentoring services. With great focus and clarity, this speaker ensured that his whole presentation supported his proposition. You can create sales presentations that are just as effective by answering the two questions mentioned earlier: What are you selling? What do you want?Action step: before every sales situation, take a moment to write down your answers to these two questions.Let&rsquo;s look at Kelly&rsquo;s dilemma again. What is she selling? While it may be true that both parents and kids love the product, Kelly should do some preliminary work before her meeting to find out what her prospects care about most. If the prospect has a large play area and encourages kids to spend a long time in the store, focus on how much kids tend to love the product. If the store is largely geared towards the parent shopping with a child, focus on that angle instead.If Kelly asked herself what she wants to achieve from each conversation. She would be able to make her presentations even more effective. Understand that the answer to this question is not always to sell something. If she is on a cold call for example, she may just be looking for an appointment which would change her approach. For now, let&rsquo;s say that she actually wants to make the sale; she needs to improve her script in order to heighten her chances, for example:&ldquo;I know that my competitors have introduced a new item but they also raised the price over everything else in that category. Here I have an item that has just as much appeal and can sell it to you for less. Take a few to display right now; you can have them on consignment&rdquo;You will be able to help your prospects to say &ldquo;yes&rdquo; to your proposition when you have approached them with a clear and focused proposal.]]></description>
</item>
<item>
	<title>What to Do When Your Regular Buyer Leaves the Company</title>
	<link>http://www.CyberSalesTraining.com/info/Sales-Info/What-to-Do-When-Your-Regular-Buyer-Leaves-the-Company.html</link>
<pubDate>Fri, 10 Aug 2007 07:38:09 -0600</pubDate>
<category>Sales Info</category>
<guid isPermaLink="true">http://www.CyberSalesTraining.com/info/Sales-Info/What-to-Do-When-Your-Regular-Buyer-Leaves-the-Company.html</guid>
	<description><![CDATA[&nbsp;So you&rsquo;ve been beaten up pretty badly for the day. Your prospecting yielded zilch, and you&rsquo;re gazing up at a quota number that seemingly appears helium-filled, floating a bit more out of your grasp every day. Paging through your tickler system, looking for a member of the 20% club of your account base that represents 80% of your business, you&rsquo;re searching for a slam dunk that will book you some quick numbers so you can bob at least up to quota sea level.
Ah-ha, here&rsquo;s one! Looks like it&rsquo;s time for them to order.
&quot;Quality Industries, may I help you?&quot;
&quot;Yes,&quot; you respond confidently. &quot;I&rsquo;d like to speak with Kyle Johnson.&quot;
&quot;I&rsquo;m sorry, but Mr. Johnson is no longer with our company.&quot;
Your heart sinks faster than a high-rise elevator. You&rsquo;re searching for an intelligent response. &quot;Uhhhh,&quot; is the first sound you can muster. &quot;What happened to him?&quot;
&quot;He&rsquo;s just no longer with the company.&quot; Code words for being canned. Wonderful, here&rsquo;s a guy you had a great relationship with, always had time to shoot the bull (maybe that&rsquo;s why he&rsquo;s no longer there), and always could be counted on for an order. He loved your products. Oh well, better find out who the new guy is. So you get the name of Jennifer Stevens, hang up, and regroup.
Ever been in that situation? Most of us have. Here&rsquo;s what you don&rsquo;t want to do.
&quot;Hi &lsquo;ya, Jennifer? Hey, I&rsquo;m Dale Wilson with Complete Supply. I hear you took ol&rsquo; Kyle Johnson&rsquo;s place. Well, Kyle used to buy all his fittings and bearings from me, and I know it&rsquo;s getting about time for you guys to reorder and I&rsquo;m sure you&rsquo;ll want to do the same thing, so I'd like to talk with you a bit about the way he did things and get you going on your next order here.&quot;
That would only be funny if I hadn&rsquo;t heard it before. Many times, actually.
Let&rsquo;s look at some better alternatives for working with new buyers.
1. Don&rsquo;t Assume. 
Keep in mind the new person had a life before taking this position, and might have existing relationships with other vendors&mdash;maybe even stronger than the one you had with the person he/she replaced. Coming across cocky is a lock to get you crossed off the list.
2. Send a Welcome Note or Card. 
When you learn the new person&rsquo;s name, hand write a card and note, congratulating them on their position. DO NOT sell in the card. Mention you look forward to speaking with them, and sign it with your name, and your company&rsquo;s name. They won&rsquo;t get much mail personally addressed to them during their first few weeks on the job, so your gesture will be memorable.3. Learn About Them. 
You likely have allies in the department. Snoop around. Learn where the person came from, personal interests, what they&rsquo;ve been doing in their first few days there.
4. Call to Introduce Yourself, Add Value. 
Here&rsquo;s where you need to make the best impression. &quot;Hello Ms. Stevens, I&rsquo;m Dale Wilson with Complete Supply. First, congratulations again on your new position with Quality Industries. (pause, chit chat) I&rsquo;ve had the opportunity over the past several years to provide Quality with bearings and fittings that the engineering department says works superbly in your line of wheels and components. I know you&rsquo;re probably quite busy in your new position there, and I&rsquo;d like to arrange a time when we could take about 20 minutes by phone to discuss how you like to deal with vendors, your preferences, and anything that I can do to make your job run smoothly.&quot;
Notice this approach is focused entirely on the new buyer, not on the caller. Granted, notice the caller is coming in with some status, that of a long-time vendor. But he&rsquo;s not flaunting it and ramming it down the new buyer&rsquo;s throat as that&rsquo;s the way things have and will be done.
Oh, by the way. Do find out where your old buyer went and call him there.
]]></description>
</item>
<item>
	<title>Top Ten No Money Promotion Ways That Create New Clients and Fast Sales</title>
	<link>http://www.CyberSalesTraining.com/info/Sales-Info/Top-Ten-No-Money-Promotion-Ways-That-Create-New-Clients-and-Fast-Sales.html</link>
<pubDate>Thu, 01 Mar 2007 06:06:46 -0700</pubDate>
<category>Sales Info</category>
<guid isPermaLink="true">http://www.CyberSalesTraining.com/info/Sales-Info/Top-Ten-No-Money-Promotion-Ways-That-Create-New-Clients-and-Fast-Sales.html</guid>
	<description><![CDATA[Better than offline promotion such as press releases, talks, or networking? Better than search engine placement, banner ads, ezines and news groups?
Yes! The number one way to promote your service and your products is through informational how-to articles that you send to top Web sites and dozens of no spam opt-in ezines.
Content is still King on the Internet. People want your free information. That is why they go Online. When they see your useful, unique information, they will be more inclined to click the link in your signature file that leads them to your Web site where your coaching practice or products are sold. 
Where to Start? 
1. Find an existing article, excerpt from your book, coaching sessions stories, or how-to information from your talks. 
You already have a wealth of information to choose from, so this step is the easiest one. Once you get going, you can write an article in less than one hour.
2. Target your article to your Web site buyer or ezine subscriber to attract more interest to your service. Think of each article as a mini sales letter. 
Without a specific audience such as entrepreneurs, personal growth seekers, or small business people, your article may lose cohesiveness and continuity. People lose interest if your article is too general. Your best audience is your online business audience because they want and need many kinds of information and services. The best part? No competition because the Net is still underused as a promotional tool.
3. Write a new introduction for each article.
An introduction leads to what you are selling--the valuable information you want to share. Your first line must hook your audience. Ask a question about its concerns or problems. Think what questions need answers. Lead your audience into the how-to's by writing a headline following the introduction, something like: Use These Five Ways to Boost your Ezine Subscribers. 
4. Write what the opt-in ezines and top web sites want.
Most opt-in ezines and Web sites publish articles from 500-1000 words because they need new, fresh content almost daily. They need you to submit your articles in 65 characters per line. A good program for this is www.text.pad.com, which automatically formats your articles to these specs. Make your articles useful, original, and written in a conversational way with how-to steps.
Don't worry about giving away too much. These articles put you in an advanced category of dedicated professionals that attracts new clients regularly.
5. Write for your audience.
Your online audience will be primarily other business people. They want and need your information. They will post it on their ezines and on their sites. Some people like conversational articles. Others want short and sweet, so they can get what they want fast! They like headings so they get the main points fast. They like tips, how to's, interviews, and question and answer formats. 
After you write with one focus, change it slightly. Reinvent a new angle. Write for a different audience. I submit the same information about writing and publishing eBooks to authors, speakers, coaches, and entrepreneurs who subscribe to the multitude of ezines available. 
6. Give the background of the problem.
You need to reach your audience where they are. Point out their challenge. Perhaps it is procrastination. What are its consequences? Include those. Write how many suffer from this malady too. Include your audience so that they will read on. Next meet them where they want to be--their problems solved. That's where you give your list or how to's. This is the formula put forth in the book, &quot;How to Market your Business Online.&quot;
7. Write the benefits of your information.
If you don't give your reader a &quot;reason to buy&quot; in your article's title, headlines, or how to's, they won't go to your signature box and link back to where your products or services are offered. 
For instance, the one main benefit to writing online articles is to quadruple sales within four months. Other benefits include raising your credibility, gaining subscriber and audience trust, and becoming a household name, so your unique, useful message can reach many more people. 
8. Maximize the promotion power of each article you write. In less than an hour, your can revise one article to meet the needs of different audiences. Angle one topic like procrastination to business people, at home women, students, or personal growth.Include specific benefits for each audience. Put the benefit into a picture or feeling. 
Like giving your book a specific angle these ideas can attract many new potential clients to your site. You'll only need to write a new introduction and conclusion to fulfill your endless creativity. 
9. Give each article an introduction and conclusion.
Of course, create these in just a few sentences, because Online readers want shorter sentences, say under 15 words; shorter paragraphs, say under five sentences, and shorter length than articles for print media, say under 1000 words.
The best introduction can be a shocking, or benefit-driven sentence such as, &quot;Stop Throwing Promotion Time and Money Down the Drain.&quot; 
Your introduction hooks; your conclusion can sum up main points, or add another reason why your information will benefit your audience. You may want to include a consequence of not acting on your suggestions, too.
10. Finish your article with a signature box at the end that pulls people to your site for more information. 
A weak signature file kills sales and contacts. Make sure your email address reflects your business name. Forget selling here. Instead offer free ezines, free reports and a link to where you want your visitor to go. Perhaps it would be to coaching information or ebook links. 
Did I say include benefits? Yes! Use a concept phrase like 20-year coach helps manifest your online promotion dream. Include a local and toll-free phone number, email, and Web address.
Yes, it takes a little of your time, but these articles do make a difference in attracting your target audience to know and want you. They made your coach number one-three in Google with the sales to follow--and in a short time of eight months]]></description>
</item>
<item>
	<title>How To Master the Art of Super Salesmanship</title>
	<link>http://www.CyberSalesTraining.com/info/Sales-Info/How-To-Master-the-Art-of-Super-Salesmanship.html</link>
<pubDate>Thu, 01 Mar 2007 06:05:56 -0700</pubDate>
<category>Sales Info</category>
<guid isPermaLink="true">http://www.CyberSalesTraining.com/info/Sales-Info/How-To-Master-the-Art-of-Super-Salesmanship.html</guid>
	<description><![CDATA[Mastering the &quot;art of selling&quot; is simply knowing how to present whatever it is that you're selling, to the buyer in such a manner that he feels buying it from you will solve his problems or fulfill his dreams.Selling online is really no different than selling in person, face to face with your prospect. Really, it's just a way of making sales calls more efficiently and economically. You've got to get his attention - you've gotto appeal to his interests -you've got to make him understand how his purchase of your product will benefit him - and finally, you've got to close the sale by causing him to reach into his wallet for money or to write out a check for whatever it is you're selling.Remember, in essence, even though the method of selling is the Internet, it's the same as if you were knocking on his front door. Thus it's very important that your material look its best. Make your website look professional and successful. The opening encounter with the prospect affects the success of the presentation and whether or not a sale is ultimately closed.Once he's gotten the website opened and is looking at your presentation, you've got to carry over that image of professionalism and success-Make him feel comfortable-Be friendly and believable. -Stimulate his interest in whatever you're selling by appealing to one of his basic wants, needs or problems with a solution. Don't waste his time with a long and/or complicated dissertation.&gt;BR&gt;The most important thing you want to do is to create withinyour fulfillment he'll have as a result of buying from you.Stimulate his imagination, and explain to him how he can use whatever you're selling to his advantage.Finally, and most importantly, make it as simple and as easy as possible for your prospect to buy from you. Don't force him to read a long, drawn out sales agreement or contract. Just make your presentation, explain how purchasing from you will solve his problems or fulfill his dreams, paint a word picture that allows him to see himself with your product and his problems solved or his dreams fulfilled, and then direct the buyer to your order page on your website.Too many sales presentations begin with some sort of story about the seller - Hello there, I'm writing to you from the beautiful beaches of Waikiki; or after a hundred years of research I've found the fountain of youth; even some such tripe as dear friend - you may not know me but I'm now a millionaire...When you put your sales presentation on paper - when you're trying to sell something by mail or online - appeal to the basic wants, needs or problems of your prospect. He or she wants only to satisfy his or her problems - not read about who or where you are or what you've done-just ask them if they'd like to know how to make their tires on their car last 10 years or more (or whatever the benefit of your product is) Above all else, remember that people's wants, needs and problems are changing constantly - and that people are learning all the time - meaning that you must constantly be up-to-date with what you're selling, and always be improving your sales presentation.]]></description>
</item>
<item>
	<title>Three Fast, Short, Simple Ways to Escalate Your Sales</title>
	<link>http://www.CyberSalesTraining.com/info/Sales-Info/Three-Fast--Short--Simple-Ways-to-Escalate-Your-Sales.html</link>
<pubDate>Thu, 01 Mar 2007 06:04:27 -0700</pubDate>
<category>Sales Info</category>
<guid isPermaLink="true">http://www.CyberSalesTraining.com/info/Sales-Info/Three-Fast--Short--Simple-Ways-to-Escalate-Your-Sales.html</guid>
	<description><![CDATA[1. Sell an inexpensive product to sell an expensive product. If people like your inexpensive product, they will be persuaded to buy your expensive one.
2. Allow your visitors to decided how much they want to pay for your product. I only recommend it for products that don't sell or ones that hardly sell.
3. Create an extra revenue stream with your web site's articles or content. Publish the first paragraph of each article and charge people to read the rest.]]></description>
</item>
<item>
	<title>Eliminating Objections to Increase Sales</title>
	<link>http://www.CyberSalesTraining.com/info/Sales-Info/Eliminating-Objections-to-Increase-Sales.html</link>
<pubDate>Thu, 01 Mar 2007 06:03:46 -0700</pubDate>
<category>Sales Info</category>
<guid isPermaLink="true">http://www.CyberSalesTraining.com/info/Sales-Info/Eliminating-Objections-to-Increase-Sales.html</guid>
	<description><![CDATA[You want to increase the flow of sales revenue, but you are stymied by prospects' seemingly endless objections. Prospects say they're not interested. They tell you your price is too high, or this isn't the right time. You've heard all the objections. What can you do to get rid of these once and for all?
Engineering Your MarketingWhen I was seven one of my favorite ways to spend a hot summer day with my friends was playing a backyard game wecalled &quot;waterworks&quot;.
We'd use a trowel to construct channels in the dirt, put the hose at one end and watch the water flow. If we wantedthe water to go straight, we'd remove rocks and debris toclear a path. We became sophisticated engineers, guiding water around corners and across short aqueducts. We felt like masters of the universe, directing the water where we wanted it to go. (You can bet my mother loved seeing uscome into the house at the end of the day.)
Plan your marketing to take charge of increasing your sales. Your marketing can lead prospects to your products and services the way my friends and I engineered our waterworks; by making clear paths and removing obstacles. Channel your prospects' attention and interests and eliminate objections. Below are the four most common objections and ways to eliminate them.
Lack of InterestProspects need to understand what you do before they canbecome interested in what you have to offer. It is that simple. If you're marketing yourself as a lawyer, coach,accountant or fitness center, you're not telling people why they should be interested. To capture their interest, explain the problems you solve from their perspective.
Lack of LeadsYou want people to email you, call you or go to your website to buy your products and services. But first you have to motivate them to contact you so you can market to them.
Once you have their attention, use your conversation, your emails and your web site to ask them what they want and need.
Lack of CredibilityYou want prospects to see you as the expert; the person and the firm that has the products and services they can rely on. One of the biggest challenges to attracting new clients is gaining their trust and being seen as the essential expert. Use your articles, ezine, and web site to demonstrate your expertise. Use testimonials from clients to tell prospects about the results you and your products have achieved.
Pricing ObjectionsWhether it is a $25 subscription or a $50,000 consulting fee, prospects object to price when they don't understand the value of the purchase. Establish a set of questions you can use to help prospects define what they want and what you are providing. When price is put in context, it becomes much less of an obstacle.
Still not converting as many prospects to clients as you'd like? Use questions to find out more about what they want, and what their concerns are. Then address each of these objections up front and remove them as potential sales killers.
Think of your target market as a reservoir of water waiting to be tapped. If you eliminate the barriers between them and you, you could send a steady stream of new clients and customers your way. Now, don't just imagine it, do it. Start eliminating your prospects' objections and create a clear path for them to become clients and customers. Help your prospects get what they want and you'll get what you want, more clients.]]></description>
</item>
<item>
	<title>4 Easy Ways to Boost Your Sales</title>
	<link>http://www.CyberSalesTraining.com/info/Sales-Info/4-Easy-Ways-to-Boost-Your-Sales.html</link>
<pubDate>Thu, 01 Mar 2007 06:02:34 -0700</pubDate>
<category>Sales Info</category>
<guid isPermaLink="true">http://www.CyberSalesTraining.com/info/Sales-Info/4-Easy-Ways-to-Boost-Your-Sales.html</guid>
	<description><![CDATA[Here are 4 easy ways you can boost your sales for little or no new expense ...and without making major changes in your selling process.
1. Focus on What Your Customers Really Want
Your customers really don't want your products or services. They don't even want what those products or services do for them. What they really want is to gain the specific feeling they get after buying and using your products or services.
Keep this in mind when you create web pages, sales letters and other selling presentations. Emphasize the feelings produced by using your product instead of talking about what your product is - or how it works.
Tip: Convert the benefits delivered by your product or service into vivid word pictures. Then put your prospect in the picture by dramatizing what it feels like to be enjoying those benefits.
Example, if you sell financial products, describe what it feels like to enjoy an affluent life style without debt.
2. Keep Communicating With Your Previous Non-Buyers
You've heard it before - but I'll say it here again. Most prospective customers will not buy the first time they see or hear about your product or service. You're losing a lot of sales if you do not persistently follow up with those prospects.
Your follow up procedure can be as simple as periodically contacting them with a new offer. Or it can be more complex like distributing a newsletter or providing updated product information.
Tip: You cannot follow up with prospects if you don't know how to reach them. Set up a system for collecting the names and contact information of all prospects who do not buy from you.
Example, offer a special report, a list of sources or some other valuable information your prospects cannot get anywhere else. Deliver it only by email or postal mail so you can get their contact address.
3. Encourage Questions
Questions from prospects may be a nuisance. But answering them can be very profitable.
Prospective customers only take time to ask questions when they have a high level of interest in your product or service. Providing a satisfactory answer to a prospect's question often leads directly to a sale.
Invite prospects to ask questions when in live selling situations. And make it easy for them to ask questions when they are not ...such as at your web site. For example, list a phone number or email address where you or someone else can answer their questions.
Tip: Include a Questions and Answers page on your web site with answers to frequently asked questions. It will reduce the number of questions you have to answer individually.
4. Make Buying Easier
Every non-essential action in the buying process is an opportunity for the customer to reverse their decision ...causing you to lose the sale.
Look for ways you can make your buying procedure easier and faster. For example, many marketers use a multi-step shopping cart to get online orders when a simple online order form would do the job with just 1 or 2 quick clicks.
Tip: Don't ask for unnecessary information during the ordering process. Instead, send a personalized &quot;thank you&quot; message after the sale and include a brief request for the information.
These 4 selling tactics may not be new to you. But are you using all (or any) of them? If not, they can easily boost your sales ...for little or no new expense - and without making major changes in your sales process.]]></description>
</item>
<item>
	<title>How to Sound Just Like a Salesperson</title>
	<link>http://www.CyberSalesTraining.com/info/Sales-Info/How-to-Sound-Just-Like-a-Salesperson.html</link>
<pubDate>Thu, 01 Mar 2007 06:01:52 -0700</pubDate>
<category>Sales Info</category>
<guid isPermaLink="true">http://www.CyberSalesTraining.com/info/Sales-Info/How-to-Sound-Just-Like-a-Salesperson.html</guid>
	<description><![CDATA[Prospect - &quot;So now that I've told you what we are looking for, do you think that you can help us with this?&quot;
You - &quot;Absolutely!&quot; 
(or)
You - &quot;Definitely!&quot; 
(or)
You - &quot;You have come to the right place Mr. Prospect&quot;
Answering questions about your capabilities with enthusiastic affirmative responses makes you sound just like a salesperson.
And in so doing, you impact your ability to close the sale, and your reputation. 
Why? Because normal people don't talk like this in normal conversations. People are more likely to trust you, when you come across as a regular person. 
A regular person would answer the query with a simple &quot;Sure.&quot; or, &quot;I think we might be able to.&quot;
This sort of enthusiasm demonstrated above, puts you in the position of &quot;chasing&quot; the prospect. How so? Your enthusiasm level is higher than theirs is. This kind of confidence is not &quot;catching&quot;. Rather, it repels prospects. People are experienced and wary buyers today. They know when they are being sold. And they know that when the enthusiasm comes out, they are about to be sold. And the defenses are fortified accordingly.
So what should you do instead?
Well, I think that... um... you might act... uhh... a little unsure.
Huh? I thought that the name of this newsletter was &quot;EGOPOWER&quot;! Why would I want to look weak and unsure in front of my prospect?
When you act unsure of your response, you let the prospect feel as if she is in control. When the prospect feels that she is in control, then the defenses come down. Now you have the opportunity to ask more questions:

    Questions that uncover problems... 
    Questions that expose the consequences of not buying... 
    Questions that establish why it is important for the prospect to do something now. 

Get the customer to talk about these things, and the customer will sell herself. 
I never want to be told that I sound just like a salesperson. Do you?]]></description>
</item>
<item>
	<title>Need A Sales Boost - Try These!</title>
	<link>http://www.CyberSalesTraining.com/info/Sales-Info/Need-A-Sales-Boost---Try-These.html</link>
<pubDate>Thu, 01 Mar 2007 06:01:03 -0700</pubDate>
<category>Sales Info</category>
<guid isPermaLink="true">http://www.CyberSalesTraining.com/info/Sales-Info/Need-A-Sales-Boost---Try-These.html</guid>
	<description><![CDATA[The telephone is still the best and most effective way to reach people. It can help generate more sales and build your business. Unfortunately most people don't like the telephone and don't use it effectively. In order to become more proficient using the telephone, you need to follow some basic guidelines and then practice, practice and then practice some more. 
Like everything else, selling by using the telephone has changed over the years. The hard sell approach doesn't cut it today. With voice mail, answering machines, tele-zappers, and caller ID the old fashion way doesn't work any longer. 
If you are selling a high end product, trying to do it all on the first call doesn't work. You need to go through a couple of stages to get your end result - the sale. First you need to introduce yourself. Tell them about you, your business and your product. Next try to set up an appointment to go into further detail. Or maybe send some information before calling again. Moving one step at a time gives the customer time to become familiar with you and your product. It also gives your customer time to realize how important your product is to them. 
You need to be confident and positive. As we have told many of our students, if you don't feel like getting on the phones - don't. That negativity and lack of enthusiasm is going to come through on the telephone. Many years ago when I was working in corporate America as a receptionist my supervisor told me to always answer the telephone with a smile on. That smile carried over into the impression the caller received when contacting a company. 
So be sure that a positive attitude comes through . Remember, the old adage, &quot;you must first sell yourself, then sell your product&quot;. 
Also of utmost importance is to know what you want to say. If you use a script, have it handy, but don't just read it. I can tell immediately when a call I get is being read from a script. Write down an opening statement (for example, Hi , my name is Susan from Home Business Solutions. I'm calling about the home you have for sale. Are you the person to speak with? What's your name?). Make notes of points you need to cover. Practice saying what you want to say until it comes naturally. Be sure you make strong statements. Avoid the words: maybe, could, but. 
You also need to know your product. You have to perceive its value before you can convince someone else. You have to know what it does, how it works, and be able to describe it in terms that the layman can understand. You also need to explain the benefits of your product.
One of the first things I go over with our students regarding our telephone script is that they must learn to listen, and I mean really listen. You can tell a lot about your customer just by hearing what they are saying. Also be sure you ask their name, and then use it now and then. Don't overuse their name because this can become very annoying. My philosophy is if I hate it, so will someone else.
Be sure to ask questions to encourage them to talk about themselves. Empathize. However, don't do a lot of talking until you are sure you understand. Let them do the majority of talking. 
If you pick a certain time frame to make your calls, or do a certain number of calls in a row, try to say it a little differently each time. If you don't you will start to sound stale, lose your happy voice and sound as if you are reading a script. So if this starts to occur, take a break, or stop for the day. 
As we discussed earlier in this article if your product is a high end one you will make several calls to establish a relationship. Once you have done this, and they remember who you are, introduce something new about your product. Keep a record of your calls, and details of what you discussed previously, so that you know where you stand when you call again. When I worked for a franchise company, I kept a record of every call that came in from franchisees or calls I made. First, my employer was amazed at the amount of knowledge I had about franchisees at my fingertips, and more important the franchisees felt like they were the only one, I knew them so well.
Using the telephone can help you get repeat business. For certain products, you can call customers to see how they are doing with the product. Maybe there are additional questions you could answer or problems you might be able to solve. 
If everything is going well, you have a excellent opportunity to introduce your newest product, and hopefully, make another sale. This is also a great time to ask for referrals. Even if the follow up call doesn't pay off right away, you are building a relationship with this customer. Remember it is a lot easier to keep a customer happy than to find another one. Your follow-up also builds credibility with your customers. 
Doing the above will give your business a boost.]]></description>
</item>
<item>
	<title>Less is More: Quick Tips to Improve Your Sales</title>
	<link>http://www.CyberSalesTraining.com/info/Sales-Info/Less-is-More--Quick-Tips-to-Improve-Your-Sales.html</link>
<pubDate>Thu, 01 Mar 2007 06:00:25 -0700</pubDate>
<category>Sales Info</category>
<guid isPermaLink="true">http://www.CyberSalesTraining.com/info/Sales-Info/Less-is-More--Quick-Tips-to-Improve-Your-Sales.html</guid>
	<description><![CDATA[I'll be brief. If not - I'll negate my own point. Got time to read a 12-page essay on sales improvement? You want to get back to making sales and money. Let's go then.
Less time more pressure.
You prospects have less time and feel more pressure. Just like you, I'm sure. As a sales professional, you need to be sensitive to this. For your own good, have a clear, short and concise benefit statement. Don't waste a prospect's time or yours with lengthy (and boring) introductions. Observe people who go on and on at networking events when asked what they do or introducing themselves to the group. Is that you?
Less resources to get more done.
Your sales increase when you better demonstrate how much 'leverage' your product provides. Have prepared proof of substantial Return On Investment for prospects. The best ROI support is customer testimonials containing real numbers. If you don't have any, use industry data and 3rd party research, or statistics, and proactively collecting your own. Start today.
Less contact more voice mail.
If you don't improve your ability for leaving voice mail messages, then you will continue to face the frustration of getting your calls returned. Most salespeople's ability and confidence with voice mail remains poor. If you can't motivate me to even call you back, how could you possibly motivate me to buy from you? Again, be brief, concise and clear. The most glaring weakness is not letting me know the BENEFIT of calling you back. Get training on how to leave an impactful 30-second message that can't be ignored and pulls response.
Less paper and more email.
Letterhead is hard to find these days. A client of mine, IBM, wanted to send a testimonial letter about a sales seminar I gave. My contact couldn't find letterhead. However, lack of letterhead is no excuse for poor spelling and curt communication. Build relationship through constant and meaningful email contact. Make your emails well-written, focused and brief. You face obstacles, like strict network security and the poor computer skills of your recipients. Take a course on email etiquette and copy writing. Don't send an email with large or too many attachments. Sending paper 'snail-mail' is making a comeback with the current anti-spam and &quot;too-much-email&quot; sentiment.
Less personal presentations and more technology.
Travel and budgets have diminished. Teleconferencing and web-based presentations have grown in their use. Sadly, technology doesn't breed ability. Listen to me. Using a webinar to read a PowerPoint to me over the phone will NOT sell me. Again, build your skill set and improve your presentations or have an expert facilitator do them for you.
Less talk and more listening.
The wisdom of the ages. Clich&eacute; really but still ignored and executed poorly in sales. Prospects have little time to listen to your 'sales pitch.' Ironically, they have plenty of time to 'complain.' Perfect. Encourage this and note their problems. Let THEM sell themselves. Let your prospects talk themselves into purchasing and stop interrupting them. Give the occasional prompt and affirmative nod to support their rant. Good sales people sell products. Great sales professionals solve problems.
Less preparation and more action.
More salespeople fail while perfecting their approach instead of actually making contacts. Look. Over-preparing makes you sound robotic and impersonal anyway. It's a procrastinator's crutch and an excuse for those in fear of rejection. Get on the phone and attend networking events now. Improve on the fly. Don't worry. We're all human and generally kind.
Enough said. Time to sell.]]></description>
</item>
<item>
	<title>Sales Trap - We Love to Talk, But Need to Listen</title>
	<link>http://www.CyberSalesTraining.com/info/Sales-Info/Sales-Trap---We-Love-to-Talk--But-Need-to-Listen.html</link>
<pubDate>Thu, 01 Mar 2007 05:59:46 -0700</pubDate>
<category>Sales Info</category>
<guid isPermaLink="true">http://www.CyberSalesTraining.com/info/Sales-Info/Sales-Trap---We-Love-to-Talk--But-Need-to-Listen.html</guid>
	<description><![CDATA[My research has clearly shown that, when it comes to selling, the part we're most comfortable with is talking about what we do - explaining our services and how we can help the client.
So what do you think happens in most sales encounters? That's right? we tell 'em what we do.
Problem #1 - Clients don't really want to know what we do.Not to start with anyway. Usually they first want to know that they can trust us and that we comprehend their situation. They also want to understand 'how' we can help them. This is different to knowing exactly 'what' we do. To achieve this we need to look at what they want to achieve, and what their concerns are.
Problem #2 - When we're talking we're not listening.It's a fact. People can think many times faster than they talk. This means that when you're talking, your client can think about lots of other stuff (like their next appointment, or your unpolished shoes). So keep your client focused by getting them to do the talking.
Control the sales encounter with questions. By using a structured questioning sequence you can move from initial exploratory questions to high-impact outcome oriented questions. When done properly this creates a harmonious exchange between the seller and the client. It's not a matter of interrogating the client, or forcing them to make a quick decision.
As the salesperson (whether you be a consultant, partner, owner or manager) the overriding temptation is to start explaining what you do. Often this includes mentioning previous clients and interesting outcomes you have achieved. But does the client care? Not always. And not ever if what you are saying is not relevant to them.
The secret to selling like a professional is to listen closely to the client. Find out as much as possible that might be relevant to your service. Ask questions about their expectations. Then when you have that knowledge, discuss only the aspects of your service that have a direct bearing on your clients stated needs. Use this 'inside knowledge' during your presentation to highlight why you are the best choice as service provider.
And when you finish your presentation and need to gain a commitment from the client, ask another question, or suggest the next step. &quot;Would you like to sign the agreement tomorrow?&quot; or &quot;Can we meet next week to finalise these last few issues?&quot;
With a bit of practice you can replace your old sales monologues with a meaningful exchange of information that leaves your client wanting to work with you.]]></description>
</item>
<item>
	<title>10 High Powered Ways To Magnify Your Sales</title>
	<link>http://www.CyberSalesTraining.com/info/Sales-Info/10-High-Powered-Ways-To-Magnify-Your-Sales.html</link>
<pubDate>Thu, 01 Mar 2007 05:59:10 -0700</pubDate>
<category>Sales Info</category>
<guid isPermaLink="true">http://www.CyberSalesTraining.com/info/Sales-Info/10-High-Powered-Ways-To-Magnify-Your-Sales.html</guid>
	<description><![CDATA[1. Give your prospects a f~ree trial of your software product, service, or let them read the first chapter or two of your informational product. 
Your f~ree trial or sample chapters will show your visitors that you are confident in the quality of your product and lead to more sales for you by demonstrating how valuable your product is.
2. Add a bonus for purchasing your product. 
Provide a unique bonus such as an ebook you've written, a consultation with you, access to your membership site, or a resource that is only available through you.
Add to your bonus's perceived value by placing an honest dollar amount to it, listing benefits for it, or by publishing testimonials for it.
You could also set up a joint venture with another business where you offer as a bonus an exclusive f~ree trial of their product in exchange for a percentage of the profits (i.e., by joining their affiliate program).
3. Provide a money back guarantee. 
Your guarantee will help you to get more people that are unsure about purchasing your product to buy from you. 
Your guarantee could be a 30, 60, 90 day or lifetime guarantee. In general the longer your guarantee the more powerful your guarantee will be in getting more of your visitors to buy your products.
4. Provide your customers with specials, bonuses and discounts on your products.
This will give you an effective way to get more of yourcustomers to buy your products on a consistent basis while also showing your appreciation for them.
5. Add testimonials for your product throughout your site'scopy. 
Your testimonials will help you to convince your visitors that your product will meet their needs. 
Include your customer's first and last name and a link to her website along with her testimonial. 
You could also post your endorser's picture along with her testimonial to increase it's effectiveness.
6. Survey your customers. 
Your surveys will help you to pinpoint what you are doing right and also help you to identify things you can work on. 
Add a freebie in exchange for taking your surveys to increase the number of people that take them.
7. Offer an affiliate program for your visitors andcustomers to join. 
Provide your affiliates with useful promotional items that they can use to start selling your products as quickly aspossible.
For example, you could give them sample ads, banners and button ads to place on their sites, and sample recommendations.
You could also let them publish your articles with their affiliates URLs in your resource box, or you could create anebook or marketing course that they can use to get more commissions by providing it to their visitors or subscribers.
8. Publish an ezine. 
Promote your ezine on every page of your site and also submit it to ezine directories and announcement lists. 
Provide your subscribers with useful tips, advice, and articles to keep them reading your ezine on a regular basis.
9. Offer add ons on your purchase page. 
For example, you could offer a deluxe version of your product or you could offer a related product on your purchase page that your new customers would be interested in purchasing.
10. Offer f~ree teleclasses to your visitors and ezinesubscribers. 
Your teleclasses will increase your prospect's trust in you and help you to get more people to visit your site ready to buy your products.]]></description>
</item>
<item>
	<title>Your Sales Process Isnt</title>
	<link>http://www.CyberSalesTraining.com/info/Sales-Info/Your-Sales-Process-Isnt.html</link>
<pubDate>Wed, 28 Feb 2007 17:41:19 -0700</pubDate>
<category>Sales Info</category>
<guid isPermaLink="true">http://www.CyberSalesTraining.com/info/Sales-Info/Your-Sales-Process-Isnt.html</guid>
	<description><![CDATA[A lot of energy is expended within selling organizations as they try to identify, adopt, and administer a sales process that works for them. The holy grail of selling is to find a foolproof method for creating a customer, the ultimate finished product of the perfect sales process. Prepare to be disappointed.
Webster's tells us that a process is &quot;a particular method of doing something, generally involving a number of steps or operations.&quot; By performing specific actions in a certain order on allowable inputs, we can produce a finished result that meets a predefined design specification. This works well in manufacturing, and in recurring activities that we find in other areas of our businesses.
We may even have certain processes that we use while we sell. But when we talk about the whole of selling, we need to avoid using the term &quot;sales process&quot; because no such thing exists. That's because there is nothing we can do to reliably produce a customer as a finished result.
Here's why: if we try to apply a process to the way any product or service is sold, an important variable in our sales process would have to be the Buyer. Unfortunately, the Buyer is the last thing that we can control, or should want to control. Therefore, we have to rethink the notion of a selling process and consider if a process applies at all.
Yes, There Really IS a ProcessThe process that the seller needs to pay attention to is the one that the Buyer uses. All Buyers go through a process as they prepare to make a purchase. If we can understand how that process works, we can tune our sales approach to make it easy for the Buyer to make a positive decision that favors us, and do it faster and more frequently than they might otherwise.
We all go through a multi-step process as we prepare to make a purchase. The incremental steps associated with a buying process define distinct Buying Stages. Throughout the buying process, significant psychological shifts occur within a Buyer, causing them to move from one Buying Stage to another.
These shifts in Buying Stages, or Inflection Points, can be influenced by the activities of a salesperson and marketing organization, and the application of tools and tactics that are appropriate to the current Buying Stage. Let's explore the concept of Buying Stages and how they work.
Buying StagesAlerted: The first Stage for a Buyer to move to is typically the Alerted Stage. Here, the Buyer is simply aware that our company and offering exists, and may someday satisfy a need. Most advertising and marketing communications efforts are aimed at moving the Buyer to the Alerted Stage.
When you first see a television ad for a new car model, you are now alerted to the fact that the model exists and which company makes it. However, you may have no current need for a car at all, much less that particular product. While that manufacturer has succeeded in moving you to the Alerted Stage, nothing will happen unless and until you decide to engage with the person or company making the offer.
Engaged: When you decide the timing is right to investigate a product and take steps to contact the supplier, you have reached an Inflection Point and have moved to the Engaged Stage. In the Engaged Stage, you have called the 800-number, sent an e-mail, or walked into the showroom and talked with the seller.
You may have been in the Alerted Stage for days, months, or even decades before deciding that the particular product or service is appropriate for a current need. Your timing - not the seller's - determines when your activity marks an Inflection Point and moves you to the Engaged Stage.
Qualified: Once you engage with the seller, an exchange of information usually takes place where you as the Buyer attempt to get some high-level questions answered. You want to determine whether or not the offering is worth spending even more time later to investigate the specifics of how it will fulfill your need.
You may ask questions like, &quot;How big is it?&quot; or &quot;Exactly what does it do?&quot; and &quot;What is the price range?&quot; If the answers are satisfactory, you've reached another Inflection Point and reached the Qualified Stage.
Qualified implies that you have had your high-level questions answered satisfactorily and are willing to invest more time considering a purchase. Likewise, the seller has often asked a few questions of their own, to determine your suitability as a prospective customer. It's important that both sides believe that a purchase is possible; otherwise no further activities will take place.
Exposed: Assuming both parties choose to move forward, the seller is often invited by the Buyer to present the highlights of the offering and the potential benefits. This could be a brief presentation or demonstration to acquaint the Buyer with the core value proposition and competitive differentiators.
Once the Buyer has seen enough to decide to move forward with their buying process, another Inflection Point is reached and the Buyer moves to the Exposed Stage. At this point, the Buyer may or may not be ready to immediately move forward with pursuing an in-depth investigation, proposal, and so on.
Oftentimes, car purchasers stop into a showroom to look at a new model just to find out how much it is, how it feels to sit in it, and to determine whether the vehicle has potential as a future new car. The Buyer may be months away from being able to do business because of a current lease that will not expire for several months, or other conditions that require delaying the purchase.
The exposed Buyer has enough information to determine whether or not the offering should remain on their list for consideration, either now or in the future.
Selling is All About BuyingA Buyer will continue to pursue their buying process, moving from one Buying Stage to another, at their own pace. As sellers, our job is to help these Buyers wherever we can!
Not all buying processes are the same. The actual Buying Stages associated with a buying process will change based on the category of Buyer and the offering. What won't change is that each Buyer will continue to move through distinct psychological stages appropriate for their category and the offering until they decide to reach the Closed Stage and become a customer.
By focusing on the buying process instead of the sales process, the attention stays where it needs to be: on the Buyer. By being alert and recognizing where each Buyer is in their buying process, the salesperson can be most responsive to the Buyer's needs. Now salespeople can readily support the Buyer the way they need to be supported at each Stage to make their buying process move forward smoothly and quickly.
To support the salesperson in their efforts to help the Buyer move past Inflection Points to each successive Buying Stage, we can make sure the salesperson has the proper tool set. Tools may include telesales scripts, needs analysis guides, qualification ranking forms, collateral, and even technology like software.
Additionally, training becomes an important success factor associated with your support of the buying process. Training must go beyond the products; we must make sure that selling skills are appropriate for each Buying Stage, and that the salespeople are properly trained on how to apply each tool to best support the buying process at each Stage.
Sales CommunicationsFocusing on the buying process is what Sales Communications? is all about. While marketing communications speaks to a general population of Buyers, Sales Communications takes it right down to the individual.
Sales Communications makes the organization's marketing efforts personalized to the specific Buyer, recognizes the unique needs of the Buyer, and equips the salesperson with the complete toolbox to make it easy for the Buyer to come to a positive decision for the benefit of the seller and Buyer.
Sales Communications will allow each salesperson to describe the progress of a selling opportunity in terms of the condition of the Buyer instead of what the seller did. In other words, it doesn't matter whether we've given a demonstration or delivered a proposal. It only matters where the Buyer is in their buying process. Now we can talk about a prospect as Engaged, or Exposed, and everyone in your organization will clearly understand how far along the Buyer is in their buying process.
Identifying the buying process associated with your offering will give you the structure you need to support the Buyer. You'll be able to apply the proper tools and tactics to help each Buyer move through their buying process toward a positive decision. By teaching your salespeople to recognize Buying Stages and their associated Inflection Points, and apply the proper tools and tactics, you'll be able to sell the way your Buyer wants to be sold. You'll be helping them buy the way they like to buy, because they'll be using their process, not yours.]]></description>
</item>
<item>
	<title>The Top Five Traits of a Successful Salesperson</title>
	<link>http://www.CyberSalesTraining.com/info/Sales-Info/The-Top-Five-Traits-of-a-Successful-Salesperson.html</link>
<pubDate>Wed, 28 Feb 2007 17:40:17 -0700</pubDate>
<category>Sales Info</category>
<guid isPermaLink="true">http://www.CyberSalesTraining.com/info/Sales-Info/The-Top-Five-Traits-of-a-Successful-Salesperson.html</guid>
	<description><![CDATA[If you're looking for a successful salesperson to hire, a salesperson who not only can sell but will sell, look for a salesperson with PRIDE.
PRIDE is an acronym for 5 characteristics that will help ensure that the salesperson you hire will get the job done for you and make the revenue results you desire a reality. PRIDE stands for:
? Proven? Respectful? Innovative? Decisive? Enthusiastic
Proven refers to the candidate's track record. Have they delivered results? More importantly, who else says so besides them? As you know, resumes can be fact, or they can be fiction. How can you tell the difference?
A person who has been successful producing results should be able to provide you with third party proof. Have the candidate bring in their sales awards. Have them show you the stack-ranked sales reports showing their name at or near the top of the field.
More importantly, what do their customers have to say about them? Can the candidate produce testimonial letters from their customers, indicating they were satisfied with the buying experience? Candidates should be able to furnish written recommendations proving that they were able to deliver tangible results.
Salespeople should approach being Respectful from two positions. First, they need to be respectful of others. Careful listeners, these salespeople would never be regarded as pushy because they take the time to hear their prospects out. They keep their egos in check, remembering that everyone can make a valuable contribution in their own way and that other team members deserve respect, too.
Second, your salespeople need to respect themselves. Expect them to have a quiet confidence in their own abilities, and a strong desire to use their time, talents, and skills to produce optimal results. They'll respect their health, physical needs, and family commitments, and as a result be refreshed, well-balanced, and ready for work each day.
Self-respect allows salespeople to be assertive, ensuring that they won't allow themselves to be used as a doormat by prospects who want to waste their time or abuse a relationship.
An Innovative salesperson is a problem-solver. They're able to quickly assess a prospect's situation, and then come up with an approach to help the prospect accomplish their objectives. Reactive salespeople need not apply. Proactive salespeople spontaneously look for ways to do the job better, to improve on past successes, to show better results even faster than before.
Innovative salespeople are easy to manage, because they don't require instructions. They're pretty much point and shoot; give them an objective to aim for, and they can creatively approach obstacles and move past them.
Because they are innovative, they tend to look at the world through fresh eyes, and hence have a good sense of humor. A willingness to be playful and funny is a good clue that you're talking with an innovator. Good news! Your buyers would prefer to do business with someone who can make them chuckle and lighten up their day.
A Decisive salesperson can make up their mind. They have effective analytical skills that allow them to rapidly size up a situation and decide how to best approach it. Decisiveness is truly important for a salesperson, for how can they expect the buyer to make a decision when they can't make one themselves?
Decisiveness is often related to owning a clear set of key moral values. It's easy for salespeople to consistently do the right thing when it's clear to them what the right thing is. You want decisive salespeople who know when to walk away from a bad deal, and can separate good prospects from the time-wasters.
Enthusiastic salespeople have become a clich&eacute; for all the wrong reasons. Enthusiasm must be more than an induced rush spawned by a rah-rah motivational pep talk. If you want enthusiasm that lasts, you need to find salespeople who are eager to help your customers.
You want salespeople who are excited about what they do and how they do it, so their curiosity is stimulated and they are inspired to continually learn on their own. Enthusiasm comes from believing that you can make a difference, that you can improve someone's lot when they do business with you.
Enthusiastic salespeople are motivated when they understand the strategy that will help them succeed, when they have access to all the tools they need to allow them to do their job and serve the customer, and when tactical training is available to allow them to skillfully serve the customer as well as the company. Enthusiastic salespeople have every right to believe they can win. And they do.
PRIDE is about feeling good about your job. It's about believing in yourself and your ability to deliver. It's about enjoying yourself, helping the customer, and making the most of your God-given talents and abilities. It's about recognizing individual contributions and abilities while respecting the value of the team. When you hire salespeople with PRIDE, you, your salespeople, and your customers all win.]]></description>
</item>
<item>
	<title>The Five Most Common Mistakes Salespeople Make</title>
	<link>http://www.CyberSalesTraining.com/info/Sales-Info/The-Five-Most-Common-Mistakes-Salespeople-Make.html</link>
<pubDate>Wed, 28 Feb 2007 17:39:17 -0700</pubDate>
<category>Sales Info</category>
<guid isPermaLink="true">http://www.CyberSalesTraining.com/info/Sales-Info/The-Five-Most-Common-Mistakes-Salespeople-Make.html</guid>
	<description><![CDATA[Over the decades that I've been involved in sales, I've worked with tens of thousands of salespeople. Certain negative tendencies -- mistakes that salespeople make -- keep surfacing. Here are my top five. See to what degree you (or your sales force) may be guilty of them.
Mistake Number One: Over concern with strategy instead of tactics
Gather a group of salespeople together around a coffee maker and listen to the conversation. After the obligatory complaints about all types of things, the conversation inevitably drifts to questions of strategy. How do I accomplish this in that account? How do I get this account to this?
In my seminars, I often hold a &quot;clinic&quot; where salespeople write down any sales-related question and submit it to the group for discussion. These questions are almost always related to strategic issues. In one form or another, they ask the same question: How do I achieve this effect in this account?
While this thoughtfulness is encouraging, it reveals an erroneous mindset. The belief behind these questions is this: &quot;If I can only determine the right sequence of actions of my part, I'll be able to sell this account, or achieve this goal.&quot;
This, unfortunately, is rarely the case. These sales people, based on this erroneous belief, are looking for a solution in the wrong place. Almost always, the answer to the question is not a more clever strategy, but better execution of the basic tactics.
It is like the foot ball team whose players don't tackle well, miss their blocks, throw erratic passes, and fumble frequently. The solution is not a more clever game plan. The solution is better execution of the basic tactics. Learn to do the basics effectively, and the strategy will generally take care of itself.
The real problem with this over concern for strategy is that it seduces the salesperson's energy, substituting the pursuit of a better strategy for the real solution - better execution of the basics.
When I'm asked these &quot;strategy&quot; questions, I find myself asking the salesperson to verify the fundamentals. Have you identified the key decision makers and influencers in the account? Have you created trusting personal relationships with each of them? Have you understood the customer's situation at a deep level? Have your presented your solution in a way that gives them reason to do business with you? Have you effectively matched your proposal to the intricacies of the customer's needs?
This line of inquiry almost always reveals a flaw in tactical execution. It's not the strategy that the problem, it's the tactics. Focus on doing the basics first, and the need for a clever strategy diminishes.
Mistake Number Two: Lack of thoughtfulness
The typical field salesperson has, as a necessary and integral part of his/her personality, an inclination toward action. We like to be busy: driving here and there, talking on our cell phones, putting deals together, solving customer's problems -- all in a continuous flurry of activity. Boy, can we get stuff done!
And this high energy inclination to action is a powerful personality strength, energizing the salesperson who wants to achieve success.
But, like every powerful personality trait, this one has a dark backside. Our inclination to act often overwhelms our wiser approach to think before we act.
In our hunger for action, we neglect to take a few moments to think about that action. Is this the most effective place to go? Have I thoroughly prepared for this sales call? Do I know what I want to achieve in this call? Is this the person I should be seeing, or is there someone else who is more appropriate? Is it really wise to drive 30 miles to see this account, and then back tract 45 miles to see another?
Customers these days are demanding salespeople who are thoroughly prepared, who have well thought-out agendas, and who have done their research before the sales call. All of this works to the detriment of the &quot;ready-shoot-aim&quot; type of salesperson.
On the other hand, those who discipline themselves to a regular routine of dedicated time devoted to planning and preparing will find themselves far more effective then their action-oriented colleagues.
Mistake Number Three: Contentment with the superficial
There are some customers who have been called on for years, and yet the salesperson doesn't know any more about them today then he/she did after the second sales call. These are accounts where the salesperson cannot identify one of the account's customers, explain whether or not they are profitable, or identify one of their strategic goals.
Most salespeople have a wonderful opportunity to learn about their customers in deeper and more detailed ways, and often squander it by having the same conversations with the same customers over and over. They never dig deeper. They mistake familiarity with knowledge.
What a shame. I am convinced that the ultimate sales skill -- the one portion of the sales process that more than anything else determines our success as a salesperson -- is the ability to know the customer deeper and in a more detailed way than our competitors do.
It's our knowledge of the customer that allows us to position ourselves as competent, trustworthy consultants. It's our knowledge of the customer that provides us the information we need to structure programs and proposals that distinguish us from everyone else. It's our knowledge of the customer that allows us to proactively serve that customer, to meet their needs even before they have articulated them.
In an economic environment where the distinctions between companies and products are blurring in the eyes of the customer, the successful companies and individuals will be those who outsell the rest. And outselling the rest depends on understanding the customer better than anyone else.
Mistake Number Four: Poor questioning
This is a variation of the mistake above. I am absolutely astonished at the lack of thoughtfulness that I often see on the part of salespeople. Most use questions like sledgehammers, splintering the relationship and bruising the sensibility of their customers by thoughtless questions.
Others don't use them at all, practically ignoring the most important part of a sales call. They labor under the misconception that the more they talk, the better job of selling they do, when the truth lies in exactly the opposite approach.
And others are content to play about the surface of the issue. &quot;How much of this do you use?&quot; &quot;What do you not like about your current supplier?&quot; Their questions are superficial at best, redundant and irritating at worst.
The result? These salespeople never really uncover the deeper more intense issues that motivate their customers. Instead, they continually react to the common complaint of customers who have been given no reason to think otherwise: &quot;Your price is too high.&quot;
Fewer sales, constant complaints about pricing, frustrated salespeople, impatient managers, and unimpressed customers - all of these as a result of the inability to use the salesperson's most powerful tool with skill and sensitivity.
Mistake Number Five: No investment in themselves.
Here's an amazing observation. No more than 5% of active, full time professional salespeople ever invest in their own growth. That means that only one of 20 salespeople have ever spent $20.00 of their own money on a book on sales, or subscribed to a sales magazine, taken a sales course, or attended a sales seminar of their own choosing and on their own nickel.
Don't believe me? Take a poll. Ask your salespeople or your colleagues how many of them have invested more than $20.00 in a book, magazine, tape, etc. in the last 12 months. Ask those who venture a positive answer to substantiate it by naming their investment. Don't be surprised if the answers get vague. You'll quickly find out how many sales people in your organization have invested in themselves.
Sales is the only profession I know of where the overwhelming majority of practitioners are content with their personal status quo.
Why is that? A number of reasons...
Some mistakenly think that their jobs are so unique that they cannot possibly learn anything from anyone else. Still others think they know it all. They have, therefore, no interest in taking time from some seemingly valuable thing they are doing to attend a seminar or read a book.
Some don't care. Their focus is hanging onto their jobs, not necessarily getting better at them. But I think the major reason is that the overwhelming majority of salespeople do not view themselves as professionals and, therefore, do not have professional expectations for themselves. They worked their way up from the customer service desk or they landed in sales by chance, and they view their work as a job to be done, not a profession to grow within.
They are content to let their companies arrange for their training or development. And between you and me, they would prefer that their companies really didn't do anything that would require them to actually change what they do.
These are the five most common negative tendencies that I see. It may be that you and your colleagues are immune to these dampers on success. Good for you. But if you are not immune, and if you spot some of your own tendencies in this list, then you are not reaching your potential for success. You have tremendous potential for success -- for contentment, confidence and competence - that is being hindered by these negative behaviors. Rid yourself of these negative tendencies, and you'll begin to reach your potential.]]></description>
</item>
<item>
	<title>10 Expressions to Avoid in Sales Communication</title>
	<link>http://www.CyberSalesTraining.com/info/Sales-Info/10-Expressions-to-Avoid-in-Sales-Communication.html</link>
<pubDate>Wed, 28 Feb 2007 17:37:56 -0700</pubDate>
<category>Sales Info</category>
<guid isPermaLink="true">http://www.CyberSalesTraining.com/info/Sales-Info/10-Expressions-to-Avoid-in-Sales-Communication.html</guid>
	<description><![CDATA[Keeping up with what words are in and out isn't hard. Yet,with all the other more important things on our to-do list,it doesn't get remembered easily.
1. Any archaic, stilted words, such as: hitherto, whereby,thereby, herein, therein, thereof, heretofore.
2. &quot;Kindly advise.&quot; As opposed to not kindly advising.
3. &quot;Whereas.&quot; Instead use &quot;where&quot; or &quot;while.&quot;
4. &quot;Pursuant to.&quot; This is too informal for 2004. Theexpress expired in the 1980s.
5. &quot;As per your request.&quot; As per any other way...dah?Shorten to, &quot;as requested&quot; or &quot;as your requested.&quot;
6. &quot;As of today, we are in receipt of&quot; or &quot;we are in receiptof.&quot; Instead, &quot;Today we received.&quot;
7. &quot;Please don't hesitate to call.&quot; Again a term that wentout in the 1980s. Update it with, &quot;feel free to call.&quot;
8. &quot;When time permits.&quot; This is great language for a poembut not sales information. The adjective &quot;time&quot; doesn'thave anything to do with permit. It needs to match people.Only people use time.
9. &quot;Enclosed please find.&quot; Honestly, I don't know when thisone expired, yet it did, so don't use it.
10. &quot;Of even date.&quot; This one I thought went out in the1950s and I couldn't believe my eyes when I received not onebut two sales letter with it included last week. So, Ithought I would put this one for those that missed it backthen.
Bonus: Yet and so -- use them conservatively and only forimpact. They are on their way out as well.]]></description>
</item>
</channel>
</rss>