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Old-school selling is on the brink of extinction. Learn how to adapt and survive in this free eBook.
Sales experts from the world’s foremost brands help you close more deals and grow your business with survival tools for adapting to the new, social era of selling.
- Scott Tapp, PGi
- Ralf VonSosen, LinkedIn
- Colleen Stanley, Sales Leadership, Inc.
- Tamara Schenk, Miller Heiman Research Institute
- Brendan Cournoyer, Brainshark
- Nita Shah, Hubspot
Offered Free by: PGi
By Matt G (The Sales Corner)
There’s one search happening on Google that seems to bring a fair amount of traffic to The Sales Corner. The search is “Sales Probing Questions.” The people searching these terms are generally looking for information on how to establish the correct questions to ask their customers. They are looking for magic tools to help them decide what are the right questions or not. I wish I could tell you what questions always work, but the truth is that you have to deal with a lot of trial and error in any sales environment.
The goal is to increase sales or marketing visibility. In order to do this effectively you need to remain in constant production. The problem is that a lot of sales people, don’t know how to go about this in a way that’s beneficial, and doesn’t waste their time, or the customers time. Often times they get burned out.
Here are five Sales Probing Questions below that you can use to immediately start to impact your customer relationships. As a sales rep I pride myself on knowing my customers and what their problems are, and what makes them happy. You’ll find benefit in the same!
By: Mark Dembo (The Sideroad Blog)
In his classic book, “Think and Grow Rich“, Napoleon Hill discussed the eleven secrets of leadership. Recently, as I was reading the book, it occurred to me that the attributes of strong leadership and effective selling have a tremendous amount in common. After all, to be really successful in sales, you need to be a leader, both within your own organization, as well as to your clients and customers.
To paraphrase management guru Peter Drucker, a leader is someone who not only does things right, but who also does the right things, while helping others do the same. The same holds true in sales: how better to serve your clients than to really know and understand what they do, and to truly help them do it better?
With that in mind, here are Mr. Hill’s eleven secrets to leadership, as they apply to leadership in selling.
By Bill Brown (SalesGravy.com)
Parkinson’s Principle, “Work expands to fulfill all available time.”
Have you ever completed a work week only to find out the important things you set out to do were not accomplished? Oh, you were busy alright. You sent out countless emails, returned numerous phone calls, and attended essential meetings. After-hours you updated your CRM, worked on proposals, and squeezed in some time for your family. Boy! You were really productive. But those important things? Those critical things? They are still on your to-do list for next week. Somehow they just didn’t get done. And now they are joined by other must-dos. The result is an avalanche of tasks that threaten to sweep you away. Is that a white flag I see you waving?
To varying degrees we all face the above scenario. The better we are at our jobs the more tasks we usually find on our plates. And we deserve a rousing ovation! Somehow we find a way to get the necessary things done. The customer is taken care of. The boss gets his report. Our families see us during daylight hours. But the pressure and stress is enormous, and we never seem to get over the top.
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Although we all know that bad customer service hurts a business, this fact is made much more realistic and understandable by the monetary loss a business suffers from poor customer service. US enterprises lose an estimated $83 billion as a result of poor customer service. Could your business be suffering and losing money because of your customer service?
This new white paper details the scary real world figures that poor customer service causes but we also present detailed steps for you to carry out that will help improve your customer service and keep your customers happy.
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Offered Free by: Compare Business Products
By Melissa Madian ORACLE | eloqua
“I know I need to be unique and different when talking to customers; but I don’t know how?”
I had just finished running a sales training session for a group of major account reps, when a colleague came up to me and very quietly uttered the above quote. He was clearly embarrassed, lost and distraught. It got me thinking: if he was willing to sidle up to me and admit this distress; how many others were feeling the same but were too shy or embarrassed to come forward to talk about how to address it?
By Brian Walsh (Business 2 Community)
Know Where You’re Going. Understand Where You’ve Been.
If you want to truly understand how you can help your client, you need to assess what you know. A call with someone you’ve never met before is very different than one where you have some background. This may seem like an elementary point, but I’ve seen way too many salespeople approach all their discovery calls the same way. As a result, they miss opportunities to change their conversation in a way that connects them to buyer value drivers. The prep is critical for many reasons, and it starts with two simple questions:
- Where am I in the account?
- Where am I not?
Remember the “Who”
Effective preparation doesn’t end there. A lot of salespeople make the mistake by only asking those questions. They focus their discovery only on the account white space, or if it’s a new account, where they think they have the biggest chance of making a sale. That information is important, but you need to consider the “who.”
Research from CSO Insights shows that three or more individuals are involved in the final B2B buying decision. Your challenge as a salesperson is to articulate your solution’s value and differentiation in a way that shows the business impact to each of these decision makers. You won’t be successful in showing your business impact to this key group if you don’t follow an effective discovery process.