Welcome to The Pipeline.

a-different-fish

Pain Leads To No Gain In Prospecting!0

A few weeks ago, I posted a piece titled “No Pain – No Game?”, playing off the old weight exercise motto. In case you didn’t bother rushing to read the piece, it suggests that if you can only sell to buyers who have a self-declared pain or need, you will be in trouble, as 70% of the market, the Status Quo, is immune to the pain argument.

But there is a further reason why reliance on pain for sales success could in fact be painful (in the form of missing quota, not making enough commission to buy your girlfriend or kids the winter solstice gift they really want).

Many successful business people, especially small business owners and entrepreneurs have a different outlook than the average sales person or corporate employee. Because they are not cocooned in the comfort of corporate safety, with a few given responsibilities. They know it will not be easy, it will not be 9 to 5, it will not be a straight line to success, they don’t get a weekly paycheck or a Friday Beer Lunch while they are “waiting to make things work”, like many sales people who fail to deliver quota. They know to succeed they will need to face some challenges and adversities. They are the business living version of “No Pain – No Gain”.

a-different-fishSuccessful business people are more stoked by the possibilities long term success brings to let a few temporary, often expected setbacks occur. They have heard all the negatives, potential risks, financial ruins, and still decided to push ahead, commit money, time resources, and sweat to realizing their dream and vision. They have planned for roadblocks and detours, you pointing them out is just boring to them. Unless, you can show them how you will help them realize their vision for their business, for them as individuals, you will be chewed up and spit out, all in a very social way. Given their drive, do you really think a little pain is going to stop them? Or do you think they want someone who can help them work past the pain. The business athlete knows how to work through pain to get the results the average person does not. Even senior people within corporate settings have demonstrated characteristics that have allowed them to distinguish themselves from the also-rans.

The people heading up organizations, entrepreneurs and serial small business owners are not your usual breed, they have different filters, they work hard play hard, win hard, they’re not in business to socialize, they do that after they achieve their objectives. So, if you fail to take that difference into account, and fail to adjust for that, because you have been selling to middle management or users, and that will not work when you are dealing with someone who not only has the vision, but more importantly the balls to act, and do things that most others clearly have difficulty doing or lack the will and/or knowhow to do. The pain and headwind that may scare some, is an expectation for many of your buyers, focusing on pain, rather than objectives, and how you specifically can help them achieve them, will lead to more pain for you than these buyers are willing to deal with, because they know what is beyond that, and that’s what they want to talk about.

Serial entrepreneurs are serial sales winners, and winners know that there is an element of fact to “No Pain No Gain”, a smart seller focuses on the gain, not the pain. Click To Tweet

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pipeline-insurance

Pipeline Insurance2

By Tibor Shanto – tibor.shanto@sellbetter.ca 

Insurance is one of those things that everyone has but nobody really wants. In some ways, we feel that we are throwing money away, until that rainy day or unforeseen event arrives, and we are all too happy to have the insurance. As much as we hate the experience, we do it because we know that it’s the best way to ensure that we don’t have a sever disruption, financial or other, that will negatively impact our lives.

Rich people are always over insured, the rest of us have to be more selective, what do we need to ensure, and can we afford to leave “exposed”, risking come what may. When times get tough, cash-flow is squeezed, most people pull back on discretionary spending, then less discretionary spending. This includes things we consider “good to have”, but when the immediate expense is greater than the perceived risk, or having to go without, we cut back on those things. When you’re feeling good in your 40’s, but tight for cash, you may feel you have to make choices; you’ll likely forgo disability coverage in favour of car insurance, as you need to drive to work daily. As cash becomes tighter, you make more choices, not always in line with your long-term goals, but just enough to get you through the here and now.

It is a lot like prospecting, we all hate to do it, especially the traditional type, where we have to engage with prospects who are not lined up at our door, or downloading the latest ditties of wisdom your content teams pinches out. But oh we like prospect when we have them, there is nothing like a full pipeline brimming with opportunities. Assuming they are all real opportunities, some will close, some won’t, but one way or the other they all have to be replaced; and replaced by a multiple of your close ratio. Simply, if your conversion rate of opportunities that go into your pipeline is 4:1, every time you close one client, you will need to replace it with four prospects. The condition is that they have to be real, a lot of sales people keep opportunities in their pipeline even when the chance of the closing are low and declining, because the illusion of opportunities allows them to make choices, similar to insurance choices above. In this case, it is forging prospecting in a regular and disciplined way.

But as you work your magic, and close the deals in your pipeline, which I know takes time and effort, giving you plenty of reason to make choices about how you use your time. The consequences of not prospecting are off in the future, if you have a 3 month cycle, and you have “a lot” of opportunities, you’ll tell yourself that you can afford not to prospect. “Look at all the money in the pipeline, I need to focus on that, I can prospect next week, or when I close all this.” But by the time you do close them, it will be too late to replenish without a gap in income.

Time to get insurance to avoid this void, in the case of your pipeline, the best insurance you can get, is prospecting!

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very boring phone call

Or – You’re Just A Boring Prospector0

By Tibor Shanto – tibor.shanto@sellbetter.ca 
I get to listen to a lot of phone calls made by a whole lot of B2B sales people. Some are selling bleeding edge services to prospects with bleeding edge expectations, others are selling traditional products that are as exciting as watching paint dry, or listening to call recordings. There are always things we can change and improve from a skill and techniques standpoint, in fact, I consider a week less productive from a sales development success perspective when I have not learned some new thing to improve my prospecting.

But the one thing no one can teach you is a zest for what you are doing. A zeal for success, not just your own, but that of your prospect. Add to that all the silly and self-limiting things sales people do on the phone that throttle their message, especially when they want to come across cute, overly courteous (to the point where it extinguishes any chance you had to begin with), non-threatening, and all the self-imposed barriers to prospecting and sales success. But it is I the zest and zeal that are lacking in most calls, and the result is nothing short of boring. The main reason clients hang up is they don’t want to hit their head on the desk as they fall asleep listening to the drivel on the other end of the line.

Emotions are contagious, our state, our intent, our feelings are all contagious, and are all in play when making a prospecting call, much more so than in other forms of prospecting. Which why when done well, telephone prospecting is still the most effective means of engaging with a prospect other than a direct introduction. The ones who tell you telephone prospecting is not effective (for them), are the ones who can’t do it. The ones whose emotions and mixed bag of feelings, and by extension everything they are projecting on the phone cause them to fail, and draw the second most obvious conclusion, “hey this is not working for me”. The most obvious one being, they don’t know what they are doing and stinging out the house.

It’s not all bad or sad, there are things you can fix, practice and change. You can think about leading with some solid and relevant outcomes for prospects based on past experience. You can teach sales people to focus on clients’ objectives, not features, and what our company does. It does not take much to help sellers to understand that it is all about the end, not the means, which erroneously most sales people lead with on the phone.

The one thing that sellers have to change on their own is to stop sound boring (in fact stop being boring). All the steps many take to make themselves more appealing, less threatening, plainly said, more beige, just makes them boring as, well you know what. You have to pity the poor bastard who answers the phone, only to be greeted by series of inconsequential words that sound the same as the last 5,000 or so call, I mean is there a faster cure to insomnia and no-sale?

So next time, ask yourself and be honest, is it the telephone that does not work for prospecting, or are you just boring on the phone? Click To Tweet

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Two IT spceialists working with a computer

Do Buyers Care?4

By Tibor Shanto – tibor.shanto@sellbetter.ca 

Last week I posted a piece on LinkedIn, based on discussions at CEB’s Sales & Marketing Thought Leader Roundtable this past August, titled “Why Do We Need Sales?”, Exploring the relationship between marketing and sales, and how it needs to evolve and change with relation to the markets they serve. The response on LinkedIn was positive, with the exception of one person who missed the concept of “metaphor” (you always need one to prove the rule). One response, from Leanne Hoagland-Smith, got me thinking about the issue from a different perspective.

Lee, pointed out that “97.7% of all US businesses having under 20 employees, marketing is truly part of the overall sales process.” That perspective is leads to a different question:

Does all this naval gazing and philosophising about sales and marketing role, contributions, hand-offs, and all the sleepless nights spent pondering the nuanced difference between account based marketing/selling vs. key account selling/marketing.

Picking up from Lee’s comment, it is probably true that a vast majority if not all those 97.7% don’t have the luxury of having two people for the roles, and more likely that the person in charge of sales and marketing is usually wearing a host of other functional hats. I am betting that they don’t set time aside to consider the fine points of the discussion. It is safe to say that that these companies, especially for the 23 million businesses that are “nonemployer businesses”, that they need sales, because without them they’d go bankrupt.

Perhaps the next question should be what do we need sales to do? Why? Because it seems that of the things that prevent sales in small companies, are similar to those things that get in the way in big companies. Sure, there are factors that are unique to big companies, unnecessary complexity created by their own companies vs. the market. You would think then if that barrier was removed, as it is in small companies (unless the owner’s nephew attended a social selling webinar), you would see an improvement in how they sell, but there isn’t. Bringing us back to execution.

The biggest barrier to sales success is not sales people’s inability or willingness to sing Kumbaya with their marketing cousins, it is their inability to execute those things that have to be done to win the deal. Which is an interesting parallel.

You often read about small business owners or entrepreneurs and the actions they are willing to take, often going over and above, to build their businesses and to compete with the big boys, even global players. As you explore it a bit further, what you can conclude is that one of the reasons small businesses succeed, is they don’t waste time worrying about things that don’t contribute, and spend their time doing everything they can to win. The lack of roles, and inability to pass the buck and duck accountability, leaves them with one choice, getting it done.

It would be interesting to get the buyer’s view on this, I suspect they would base their experience on the title on a business card, and more on the quality of the engagement, independent of whether it was sales, marketing, or the garage guard.

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no-rules

There Are No Rules In Sales3

By Tibor Shanto – tibor.shanto@sellbetter.ca 

It’s hard not to laugh sometimes when I hear sales people say something like “Well, it’s supposed to go like this…”, or “I was told to do it that way, cause when we do that the prospects do…” But instead I am empathetic to their plight and innocence. Empathetic, because some manager or pundit told them that if they took a specific step or action, the prospect would react in some specific way. But we all know there are no rules in sales, especially rules that prospect will behave in any way just because of what we may do.

Now pundits have books to sell, and managers have their own agenda, a common one they share is their need for you as a sales rep to act on what they say, hard to do if they mentioned that there are no guarantees, usually because there are no rules.

Studies continue to show that less 20% of Sales Qualified Leads actually close, call that handshake to close, less than 20% – so even if pretended there are rules, they clearly don’t work if the measure is success. I suspect that that as long as sales continues to dependent on interaction between two or more people, rules are hard to articulate or impose.

no-rulesI keep hearing, buyers have changed, and one reason for that is their greater access to information, information about you, your competitors, and if you’re active on Facebook, where you had and what you had for dinner Friday night. You know what else they have access to, sales and sales related info. You think only sellers buy and read sales books; you think that sellers are the only ones who can subscribe to sales blogs and update. I bet more buyers read sales blogs than sellers who read blogs about purchasing, or role specific sites that speak to the different functions covered by the 5.4 people likely to be involved in your sale. There are no secrets.

With buyers who have gone through a few buying cycles, are likely more familiar with “Seller Personas” than many sellers are with buyer personas. In fact, I know buyers who place bets on which category of sales the next person to visit will wear. Based on what they see, they too adapt a persona, just to mess with and see where the seller goes with it. The only time they are genuine when dealing with a genuine individual.

To be genuine, you need to understand what you are doing well, here defined as things that people respond to, and what is not getting you traction with real buyers. By real, we mean, not exclusively price driven, and does indeed buy in a realistic timeframe from when you initially engaged. Since people differ, leading to differences in experience, your best shot is to commit to a formal process of reviewing all the opportunities that qualify to be active in your pipeline. As you gather and grow data, you will be able to bell curve the data and begin to see what works more often, and what doesn’t. As you approach similar situations, you will be able to use those things that have worked in similar situations in the past. Think of it as trial and error with the unfair advantage of data and experience. It will take a bit of work in the form of analysis, but given the apps and tools available today, gathering the inputs is easy. I guess the only rule may be that there are no silver bullets or codes to crack, just act-review-apply learning. A simple but effective rule.

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script

Scripting Prospecting Success0

By Tibor Shanto – tibor.shanto@sellbetter.ca 

There are a lot of things sellers say in the course of telephone prospecting. But given the nature of the call, the reality that we need to get to engagement from an interruption in a relatively short time, it is important to think about what you’re going to say and why. One way is to actually use a script, yes, script, maybe it would help if we called it a plan you can follow to ensure success in an endeavourer, in this case engaging with a potential prospect. One reason to have a script is to ensure that What you say in the call is always tied to a Why, a Why for the prospect, and from the prospect’s perspective, not yours.

scriptI know many don’t like scripts, they see them as old school and limiting, when in fact the opposite is true. They not only help you stay up to date, and when you are good, forward looking (sounding), but done right and used right they expand the possibilities rather than limit them. A well developed script is a template, it ensures that your message is delivered in the way you planned and want to deliver it. Those who want to succeed at prospecting without a plan, (a script) remind me very of actors without a script. Now some actors may do improv very well, some will in fact go and practice improv to sharpen certain skills, but for the money, the best actors use scripts. Name your last Oscar winner that went at the part without a script; yet to the audience, they nailed the role. Well if you want to nail a call, you need a script.

Much like in the movies, you don’t see the script, you just see the results. Unlike the movies, where actors rehearse their parts, make changes based on how it went. They work with the screen writer to adjust it so it works in the context of the scene. I don’t see many sales people rehearse, and even less do it out loud; or work with their colleagues, be they from product development, marketing or elsewhere in the process. Nor do I see them going back and listening to the recordings so they can see what works for the audience (read prospect), and what is turning the audience off.

Much like many plays or movies get dated fast, so do calling scripts. You need to continuously update them based on who you are calling, what their objectives may be, or in different economic conditions, and at times even based on location and local slang. You need to prepare different iterations based on the changing facts on the ground. When I say prepare, I mean just that. Sit down and write out your scripts, each version, each change. It has been show that we retain more when we write it down.

Once you have written it, let it sit overnight, think of it as the prospecting version of marinating. Then go back to it, and if you like, you need to do two more things. First, read it again, (out loud), and then see how you can make it more conversational, not read, like the telemarketers you hate. Use a friend to tell you if it sounds like you, or a telemarketer, keep rehearsing till it’s you. Second, and more important, once you are happy with it, and have it down, put it away when you are on the phone. If you have practiced/rehearsed, then you don’t need it out, you’ll turn to it and read it on the first bump, instant death. You may stumble, but that’s human, and they like it when you are scripted and human, not so much when you are winning it, and sound desperate.

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Sometimes You Win Sometimes You Learn sign with sky background

Get Over It3

By Tibor Shanto – tibor.shanto@sellbetter.ca 

As an outsider, I find watching the reaction to the elections in the States on Tuesday interesting from a sales point of view. To be clear, this isn’t one of those hollow “What can sales people learn from the USA elections?” It is almost like every event has some lesson or insight for sales people, considering that more things that businesses consume are sold rather than bought, there is bound to be a parallel between almost everything and sales. Sometimes obvious facts and realities are lost on the “80%”, because they spend most of their time “taking orders” from self-motivated buyers. So when they are actually involved in a real competitive “sale”, and have to do things to win the order (other than discounting and negotiating with their own company rather than the prospect), and it doesn’t go their way, how they react becomes the measure of those reps.

This post is about the reaction to the outcome, specifically the reaction of those who did not get the order. I had no horse in the race, it’s not my country, so far be it for me to lecture our neighbors to the south, just I don’t want any none Canadians pontificating on Canadian politics and policies.

But the reaction is worth exploring. It is a reaction I and many are familiar with having watched reps’ reactions after having lost a deal, or during a pipeline review, where it is clear that most of the opportunities in the pipeline have about as much chance of closing as Lincoln Chafee had of winning his party’s nomination. A reaction which I am sure would have been the same had the other side won.

It seems that in both sales and politics, it is easier to look for blame outside of your control, than to spend time understanding what you could have done differently to change the outcome. Sure it is easy to blame the product, the familiar chorus of “What-ifs, Maybes and Might-Have-Beens”, but if the product could sell itself, then what role would we in sales have? (Oh ya, take the order). As a friend of mine once told me, “if it was easy, they would not need us”.

Sometimes You Win Sometimes You Learn sign with sky backgroundGreat sales people look to understand what they could have done differently, so they can do it differently and better next time. They don’t waste time and energy looking for excuses and outside factors that they feel – but can’t prove cost them the sale. Real sellers understand that there are things they cannot control or change, and things they can, the best focus on those things they CAN change and influence, and work to understand how things they can’t control can impact them and their desired result. The also-ran “80%”, resist change, which leaves them questioning the outcome, rather than question what they could and should have done differently Click To Tweet.

The parallels also extend to the pundits, those wagon jumping sages, who can always tell you what will happen, and why when it does not, why they couldn’t see it coming. Same in sales, despite the data available, many are to inwardly focused and lining up with the latest fashions and labels, rather than sharing practical, proven and experience based executable insights. Instead on Monday they’re Sales 2.0, Wednesday Social Selling, Friday ABM, what next?

You want different results, do things differently, there is usually a lot less risk in trying change than the results of sticking with it, then complaining when you failed. You can’t change the past, but you can the future; you can learn from the past and do things differently the next time. Time to start executing rather than excusing.

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Handsome businessman opening gift box over gray background

Prospects Object Less To What They Want0

By Tibor Shanto – tibor.shanto@sellbetter.ca 

In the past I, have highlighted how many sellers are limiting if not sabotaging their opportunities while telephone prospecting. The main reason for that is that they are approaching things from a deficit, they are casting a small and porous net, one that only captures a small set of buyers, those with a defined need. This would work great if a large segment of the market had needs they were willing to act on, but the reality is that most potential prospects do not. And that is where a lot of sellers get confused, and struggle to effectively connect with those potential prospects who don’t have or recognise a need.

When it comes to prospecting, especially phone prospecting, looking for need will kill your success. Many who do have the need are looking to get past it and are looking for someone with a vision beyond. While those without a recognized need, will just object to the call, leave those looking for need or selling solutions rejected and dejected. The vicious circle of events that gives cold calling a bad name.

But what would happen if you cold called and led with outcomes built around the prospect’s wants rather than needs?

So, if you’re going to be interrupted, what would you be more receptive to:

  1. Hearing about how this unknown entity can satisfy a need you do not have or recognize?
  2. Or how they may help you get to somewhere you want to get to?

For most (honest) people it is the latter. Yet most sales people, encouraged by their managers and a hoard of pundits, default to the former. Yet it is this same group of sellers and pundits who will tell you that cold calling doesn’t work, just witness the rejection level.

Rejection in prospecting is a result of two factors. One you can’t do much about, and that is the fact that you are interrupting an already busy day, and they want to eliminate the interruption and get back to work. Second, the interruption is all about a need they do not have or recognize. Often they don’t recognize it because it is all about needs described in marketing speak by a nervous fast talking squeaky voice.

Interrupting is not as bad as some would tell you, the same people who go on about interrupting with a call, embrace the concept of “disruption” just to be cool. Let’s call a spade a spade and get past that excuse for not properly prospecting. So now we are down to message.

Speak to something they want to do, and all of a sudden this interruption can be seen as insight. It demonstrates an understanding of where the prospect is, and where they want to go, and what they want at the end of that journey. Speak to their wants, they may still may not like the fact that they were interrupted, but the message around wants and impacts, is a bit compelling. Handle the objections head on with how you have helped others like them achieve their wants, and the objection is like an invitation for more details, possibilities, and engagement.

How do you know what their wants are, what they want to achieve, the impacts they seek? Just look at your past pipeline opportunities. Not just the wins, but the losses and those that are stuck in the limbo of no decision. All this is in your CRM, assuming you are using it the way it should be used. Forget ABM, focus on the individual and what they want, they will not object to any of that.

Believe me, you need to change your prospecting approach if you want to succeed in selling to the whole market.

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Taking a look at oneself

The Easiest Person To Lie To Is Yourself0

By Tibor Shanto – tibor.shanto@sellbetter.ca 

I hear a lot of talk in sales about lying, not so much about how they may lie to win business, but in broader terms. We have all heard the use of “buyers are liars”, or its popular cousin “sellers are liars”. While there are probably liars in both camps, undoubtedly in the same proportion and distribution as in the general population, and likely less among successful sales people.

Taking a look at oneselfWhile not limited to sales people, the worst lie sales people tell, are the ones they tell themselves. This is not to say that these people are dishonest, but rather, that they don’t want (or are unable) to deal with the reality facing them. One example was highlighted in a recent piece about pipelines, where sales people lie to themselves about the quality of individual opportunities, and by extension, they lie to themselves, their managers and companies about the state of the entire pipeline, and the ultimate revenue delivered. That lie then forces them to lie about the necessity to prospect, after all they tell themselves and their manager, “Just look all the things I have going on in my pipeline.”

One way to not mislead ones’ self is to have a realistic plan for your sales, both long term and short term. Beyond specific activities, this needs to include an overall annual territory plan; key account plans; prospecting plans; and most importantly at a minimum monthly activity plans, although it would not kill you to have one that continuously covers the next two weeks.

It is always a good idea, and learning opportunity to have your plan validated, if you don’t have a manager, share and review it with the owner or senior stakeholder. Once there is agreement that you have a workable plan, a plan that starts with your quota, and then working backwards from there, you can map out critical points, and based on your conversion rates, how many opportunities you should be working on at any given time. We use an Activity Calculator tool, that helps sellers and managers to optimize this process, but only if they A) know the inputs; B) don’t lie to themselves about the numbers they don’t track or know, (e-mail me if you’d like to try it and use it). This exercise will be hard for those who are already lying to themselves by proclaiming “sales is not a numbers game”. Given that quotas and conversions are numbers, and you’ll need those inputs to plan your success.

There are many other lies, one of my favourites is the wireless rep who had to drive a battery across town right at the time he was scheduled to prospect. You can just hear it now, “Ya, I know my pipeline is low, but hey I saved that account by delivering the battery real quick.” I’ll bet no quicker than a $25 taxi could have, while he found new clients to save. But avoiding an Activity he didn’t like called for a good lie.

Once you lie to yourself, it takes no extra effort to lie to others, and once you do that, it’s all downhill. I know it’s easy, but stop lying to yourself about your activities, pipeline or success. Save that for January, when you abandon your New Year’s resolution.

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the-perfect-close

The Perfect Close – Book Review0

By Tibor Shanto – tibor.shanto@sellbetter.ca 

Years ago, I read a stat that suggested most sales people do not read even one sales book a year, and that was before access to sales blogs and curators of blogs, and a host of other sources (of dubious quality). While some may put this off to laziness, it may also be that the “consumer”, here sales people, are more discerning than given credit, and realize that many of the books they ignore are indeed worth ignoring. Like many of their buyers, the discerning seller has grown weary of advice, observations and untested theory, from talking heads who not sold anything in years but their books. Sellers are looking for real world, practical executable insights, by real world practitioner. Which brings us to in The Perfect Close: The Secret to Closing Sales, by James Muir.

the-perfect-closeDon’t let the title fool you, this is not a book full of closing tricks like the Ben Franklin Close or The Columbo Close. It is a straight forward means and process that sellers of all products can implement, without having to resort to pressure or tricks. It focuses on moving the sale from stage to stage in a practical manner, and involves two questions. It can be put into practice by both seasoned veterans of the trade or new comers. The central reason for that is the author, and the fact that he spends his days in the real sales world.

James Muir is a professional sales trainer, author, speaker and coach, who has excelled both as a front line sales rep, and manager, shattering records in the process. One thing all successful people have said, is to model yourself after the most successful in the field. That is you opportunity with James and The Perfect Close. His guidance comes from experience and the school of hard knocks. James has an extensive background in healthcare where he has sold-to and spoken for the largest names in technology and healthcare including HCA, Tenet, Catholic Healthcare, Banner, Dell, IBM and others. Three decades of not just experience, but success, has given James a fresh and practical perspective on what works in real-life and what doesn’t. And now you can benefit directly from that in this book.

The Perfect Close represents the tested and proven best practices for winning in today’s competitive sales world. It picks up where many others leave off. It is easy to say that “traditional” closing techniques do not work and can harm your efforts, James outlines an alternative that works, one that makes your buyer feel educated when buying from you, see you as a true facilitator and consultant, and allow you remain on emotionally higher ground. The bonus is that the approach is a proven and repeatable process for advancing sales that can be used in any kind of sale at any given stage. All this will allow you to close more business, usually in a shorter timeframe.

Beyond the very practical advice and a practical path to execution, the book has something many of the pre-fab pundit produced books lack, passion. James’ passion for sales and helping others sell better comes through in every chapter. This makes it easy for the reader to absorb the solid methods presented. Don’t let the title fool you, this is not a gimmicky close book, it is about the steps sales professionals must take, right from the start, and along the way to win more customers. James outlines the steps it takes to win no matter what you sell, or how long you have been selling. He introduces the “why”, the “what”, and the “how” for each step along the journey. This book is fun to read. You’ll find yourself revisiting elements, each time improving your execution. Buy this book for yourself, your team, and if you have a friend who sells that you would like to see do better. Don’t take my word for it, buy it, read it, enjoy it, implement it, and profit from it!

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