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Leveraging The “Nice To Haves”1

By Tibor Shanto – tibor.shanto@sellbetter.ca 

Sales people are good at looking for prospects or buyers with “pain” or “needs”, those ready for the seller’s “solution”.  I get it, these are more immediate sales, more cooperative buyers even when the motivation is rooted in “pain”, but is that enough.  Most groups I work with, when asked, will tell me that to make quota they will have to close business with more than just the “lower hanging fruit” of self-declared buyers with “pains” or “needs”, they will need to reach beyond this group, and bring other players “into the market”.

A few days ago I was in the back of a room when a pundit was telling a sales audience that they should notional segment their prospects’/buyers’ statements into three types of statements:

  • Needs
  • Wants
  • Nice to haves

They went on to say that successful sales people focus most of their effort on the prospect’s “needs”, a lesser amount of time and effort on the “wants”, and by addressing these two you will win the business.  Don’t waste time on the “Nice to haves”, “because they are likely not funded and usually reflect the individual, not the group, and therefore will not achieve consensus”.  That may be logical on the surface, but I have always found that exploring the “Nice to haves”, usually helps me get the sale, or at times allow me to walk away, without adding much if any time to the sales cycle.

“Nice to haves”, are usually more personal or individual and certainly more subjective that other aspects of the decision around the purchase.  As a result, we know that it is not likely to be the things everyone coalesces around, but it is often a key stop or the critical element in getting to that consensus.  According to the CEB in the Challenger Customer, a buying group is more likely to have discord and failure in deciding the “type” of solution to deploy than in selecting a specific vendor once they have agreed on “solution”.

Against this back drop, it is clear that the clutch that brings people together, is the degree to which their “nice to haves” are part of the consideration and the path forward.  It is the sales person’s ability to help each stakeholder see how the core decision and ultimate deliverable, actually moves them closer to their “nice to haves”.

Don’t look at exploring their “nice to haves” as a waste of time, they are personal and telling.  On the hand you may find that individuals who may not see eye to eye on elements of the decision, may have similarities in their nice to haves.  Creating connections and allegiances on that level could make the difference between one path and another, or one supplier vs. another.  Having two allies you brought together on a personal level can’t hurt.

Knowing their “nice to haves”, will also put you in a good position for future upsells and renewals with the company, based on the rapport you established when you took their individual “nice to haves” into account.  Remember, often the difference between a “want” and a “nice to have”, is the sales person’s ability to make the “nice to have” possible.


How Much Emphasis Should be Placed on the Results of a Sales Assessment Test?0

The Pipeline Guest Post – David Pearce

Trying to distill the answer to the question of how much emphasis to place on the test down to some numerical answer really misses the point and attempts to simplify and quantify a process that can only be quantified to a degree. An applicant may “numerically” be a good fit because he has the right “scores” on the various components (including our test) of your hiring system but he may be someone you still should not hire. Conversely an individual may be weak in one or some areas (including the sales assessment) but you should probably still hire the person.

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When you are using a Sales Assessment Test in your hiring decisions, how much of your decision should be based on the results of the test? Most prospects and new clients wonder about the degree of emphasis they should place on the test when they are hiring. Some are looking for quite definitive answers to the question-30%, 50% etc. Like a lot of the answers to questions related to testing, the answer begins with “it depends”. It depends on how suitable the person is in the other areas that the sales assessment does not measure.

If it is true that “gut-feel” should not be the only thing that you rely on when hiring, it is just as true that scientific tools like tests should not be the sole factor. If hiring sales people is an art and a science then a balanced approach that relies on “gut-feel” as part of the decision makes sense. There are things that are highly important that no sales assessment test can measure. An example would be “likeability”. An applicant may have all the “scores” he needs to be considered a good hire but he just turns you off. If that is how you react to him, won’t a lot of your customers feel the same way? Another example might be an applicant’s affinity or “love” of the product/industry? For example, what if you sell cars and you have two applicants for a position, one of whom whose test scores are weak but who just loves cars and everything about them? I suggest that the “car lover” might be the one to hire because once he is in an environment that fits his passion he will be likely to stick with the job and work to overcome his shortcomings.

A sales assessment test measures the person’s potential. As such it measures what a person “can do” not what they “will do”. As you know there are a lot of people with high potential who do very little with that potential. Conversely there are a lot of people with seemingly little potential who get an awful lot done and are very successful because they use whatever they do have very well.

Fortunately or unfortunately people are complicated. View the sales assessment test for what it is, a tool to perform a specific function. As a tool it is of course not the only tool. Like all tools it works best when used with other tools that are performing their intended purpose. Depending on the particular hiring challenge you face, you should be prepared to adjust the relative importance of the sales assessment test to suit your needs.

About David Pearce

David Pearce is the President of SalesTestOnline.com. Established in 1986, SalesTestOnline.com is North America’s #1 provider of pre employment assessment testing of sales candidates as well as sales profiling tools used to evaluate sales employees for sales competency. SalesTestOnline.com has over 1400 satisfied customers (97% re-order rate) who use our personality sales test to measure sales aptitude when hiring. Our online sales assessment test is customized to your unique criteria, fully automated, instantaneous, extremely accurate and very economical.



Sales Communication Therapy0

By Tibor Shanto – tibor.shanto@sellbetter.ca 

There is a lot of talk about what sales is and the core skills and habits required for consistent success in all types of markets.  It has been said that “nothing happens until there is a sale”, but you do have to respect that there is no sale made without first prospecting or engaging.  Others will insist that most essential ability is the building and growing relationship; there is the group for whom it is all about product expertise; then there are those who put the ability to stay positive despite the negatives as the critical element of sale success.  For me, it is probably some shifting combination of these and other skills and attributes, but none are as important or critical to ongoing success as the ability and the art of communication.

By communication, I do not mean the gift of gab, more specifically, the ability to foster and facilitate communication, not only between buyer and seller, but internally within the buying organization or team, and internally with all the people potentially impacting the outcome of the sale.  While the gift of gab is often recognized, the other elements of communication are often overlooked by hiring managers and organizations, but if you step back, more sales are lost because communication was not fostered than by people who were not great orator.

The good news is that facets of communication are a learned skill and ability, meaning that you can take steps to better communicate in writing, when speaking to people one-on-one or as a group.  Sales people can be taught to be multi lingual, giving them the ability to speak to different people involved in the decision, all with different filters, different criteria, in effect speaking different languages to communicate important and specific information to people who view, evaluate and interpret things in their own unique way.

Mode of communication is key as well, most sales people believe the world is like them, so if they communicate predominantly by e-mail, so must everyone else, which is just false.  So in addition to being multi lingual, you need to be multi-modal as a way of ensuring that your signal can and is pick up by their uniquely individual receiver.  One reason Social Selling is not all that big a deal for many, is that they understood the importance a multi-modal approach, and view social selling as form of or communication channel.  I guess some were surprised to have a response to their communication, and felt they were on to something new.  Doesn’t matter how you get to the party, as long as you got there.

But most importantly, effective communication is when the prospect willingly shares information and insights that they would never share with lesser communicators.  What I have seen time and time again is that central to that is not how or what you say or ask, but your intent.  Yes, regardless of how you pose a question, what will determine the response will be how the buyer sees your intent, if they see it as self-serving, they will limit their response.  If they see your intent as wanting to learn and understand where they are now, where they are trying to be, and what is preventing them from getting there, then they will open up and share.  The more they share the more insight you’ll gain, giving you the ability to ask more pointed questions, the more revealing and insightful the answers.

Again, good news, this can be learned, practiced and improved over time.  Start by forgetting the product and what you and your company “do”.  As I have mentioned here in the past, leave your product in the care, and “go in” and focus on facilitating and objective setting session.  Where are they now, where do they want to be, why that, what resources, what alternative path, what will that mean for the company and them as individuals, and more.  No product safety net, no pitch, just speaking for the sake of communicating.  Master that, and you’ll always be an A player.

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Young beautiful business woman with heartache.

The Rejection Reflex0

Tibor Shanto – tibor.shanto@sellbetter.ca

We are all familiar with a gag reflex, a hypersensitive response to a stimulus, if you ever want a live demo, just offer me some fish.  The hypersensitivity is generally a conditioned response, usually a result of previous experiences. The experience element is key for both prospects and sellers when it comes to Direct prospecting vs. Passive prospecting.

Pundits will tell you the number one reason salespeople don’t like prospecting, especially telephone prospecting is rejection, wrong!  In actuality, it is the fear of rejection, a fear that looms so large that it often prevents salespeople from picking up the phone and actually experiencing the possibilities that exist beyond the initial rejection, the bounties of Direct prospecting.  This why they would rather spend time and energy looking for the “safer” harbour of Passive Indirect prospecting. There is no less rejection, they just don’t have to deal with it directly, and can pretend that it didn’t happen.

Learn how to handle the 5 most common prospecting objections

Rejection is not fatal, witness all the sales professionals who survive rejection daily, yet live healthy, happy and more prosperous lives than the average and passive sales person.  It first needs to be put in context, and dealt with.  The good news is that how you deal with rejection can be altered with training.  Most people look at sword swallowers with freakish fascination.  Most people gag when a sharp foreign object hits the back of their throat.  Sword swallowers train to manage and control the very muscles that causes the majority to gag.   They are not freaks, but committed to understanding and practicing what it takes to get things done.   The average person will use the gag reflex to rationalize their lack of willingness to try something new or different.  For the sword swallower it’s just another day in the office.

But that gag or Rejection reflex is not limited to just the sellers in the equation.  Based on the call, the prospects often experience a gag reflex of their own.  Remember that the reflex is an involuntary reaction to previous experiences, in my case fish, in the case of the prospects, it is all the crappy prospecting calls they have received prior to the current one.

One way to avoid the “Reflex” on both side is for sellers to take a different approach to how they prospect.  Most sellers and passive prospecting approaches, say social selling, use a tired and worn out approach, one based on “pain points”, “Solutions” or “needs”, leading to very similar talk tracks.  After a few hundred(s) of these calls, it only takes a few choice words from the seller to trigger the gagging and hacking that leads to rejection, and usually in very predictable ways.   80% of the time 80% of prospects will have one of five most common reflexes, the five most common objections.  This means that a pro who not only takes the time to craft a better talk track based on future looking objectives, and then also spends time preparing to Take Away the most common objections, will engage with more prospects, more often, leading to greater success, and way fewer “Reflex” incidents.

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businessman on the beach

Dog Sales Of Summer1

Tibor Shanto – tibor.shanto@sellbetter.ca

Given that we are right in the middle of summer, and that today is a holiday long weekend here in Toronto, my mind naturally drifted to a summer theme, no doubt helped by things I’ve consumed by poolside. Looking around the water’s edge, you begin to see things here that remind one of sales. I was going to start with bikinis, but I got tagged by the Politically Correctness Police (PCP) last week, so we’ll save that for below.

There is no denying that vacations and other factors lead to summer slowdowns, but that may be just what you need on deals that may have stalled in Q1 or Q2. It’s important to remember that this has internal implications for your prospects as well that you may be able to leverage to restart discussions and the stalled deal. First thing to understand is why is it stalled, at a high level what changed if anything. If their objectives have changed, then any decisions related to that objective will be put on hold. The good news is that many long term objectives do not change as often as some tactical plans. The stall is usually in the how “we get there”, not “where we’re going and why”.

It is entirely possible for objectives to remain steady while tactical plans change. At times the initial path considered may not prove to be optimal, and while they review or adjust, everything gets put on hold, but not everything gets changed or replaced. In fact, it is during these “stalls” that you can step into the void and take on the role of a Subject Matter Expert. When you do, you can circle back with more than “I’m just following up”.

Instead of looking for the deal to be back on, you need to first help them recommit to their objectives. This allows you to be a resource to help them get “unstalled”. In my own practice I had a client that acknowledged they wanted to use my services, but had a number of obstacles that had to be dealt with, and it was clear that they weren’t going to do it on their own, given the number of people and strong opinions. Changing gears, I worked with their VP of Strategy to set up a meeting at a hotel around the block, the meeting was advertised as an objective review session, seemed like the right time of year for an “off-site”.

It was clear that not only had their objectives did not change, they were all still committed to them. But there were some lesser “departmental things that loomed large when they each sat in their office, but paled when on the whiteboard with the bigger more important objectives. This made it easy to not worry about the lesser things and refocus on the bigger objective. Without this I would still be working the deal.

Once you confirm that the objective(s) has remained in place, you can pivot to helping them unclutter things, refocus them on the impacts on their business they set out to achieve, and how that is only a gateway to further success. This approach is often more likely to be considered during the summer lull rather than when the pace is hectic. What else you gotta do?

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Cross training

Five Reasons Your Sales Team Should Be Cross-Trained0

The Pipeline Guest Post – Chase Hughes

As small companies grow, they often see a specialization emerge in their salesforce which only grows to increase its segmentation from one another. The sales department grows to become independent from the customer service, marketing, and other areas of the business. As a startup company, many sales forces intermingle with other departments as they are often in the same floor, right next to one another, and may even be the same person. As companies grow, they can learn from these early stage companies by cross-training their sales team in other areas, or at least promoting engagement with other areas that impact sales. This admittedly does require an investment, but in this article, we will explore five points for why it is helpful to cross-train your sales team.

1. They have a deeper understanding of the customer

The most effective companies have a very strong understanding of their target customer including their demographics, psychographics, and on an emotional level. If a lead generation salesperson has very little interaction with the customer, it would be very difficult to understand any of these points. However, if they interacted with the marketing department, they would be able to effectively understand the quantitative variables from the marketing team and the emotional aspects from the account managers.

2. They understand how their behavior impacts the company more

When a person playing a single role within a company does not have substantial interaction, it is unlikely that they will understand how their behavior impacts others in the company. For instance, a salesperson that only focuses on closing may say things to the customer that negatively impacts the relationship. They really may not care so long as the deal is sold, but the customer may not last long.

3. They feel more engaged with the company

If salespeople understand the role that they play in the pipeline, then they may see the significance of their engagement with it. If they are highly isolated from the company, they do not have much interaction to see how their results influence others in the company, the customers, and the company in its entirety.

4. They have a better understanding of the unique selling proposition

The unique selling proposition for a company is generally not something simply listed on paper; it must be fully understood. If salespeople are interacting with everyone and cross-trained in some other areas, they may see the ‘big picture’ about how the company is actually unique, not just read a script which states why.

5. Other customer facing employees may benefit from their sales experience

Cross-training sales teams and getting them exposure to other parts of the company isn’t just for the benefit of your sales team. There may be product managers which can benefit from interaction with your account managers and ‘closers’ benefiting from training from lead generation experts. Everyone has something to learn and it may not be your sales department at all.

About Chase Hughes

Chase Hughes has six years of experience working in the consulting sector and three years in the private equity sector for large multi-nationals and emerging startups. He is the founding partner of Pro Business Plans, a service that writes business plans for debt and equity capital for startups.

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Einstein Selling – The Most Popular Form Of B2B Selling Today0

Tibor Shanto – tibor.shanto@sellbetter.ca

Earlier this year I attended an interesting presentation examining barriers to sales people “hitting” quota, personally I like to exceed quota, but I can understand why for many “hitting” it is a great objective. I enjoyed the presentation, very credible, and in expected fashion, it started out with a big bold revelation to engage the audience. Bam, right off the top we were presented with the following stats including the sources:

  • 79% Of SAAS Sales Reps Miss Quota
  • 14% Never Even Achieve 10% Of Quota
  • Quota Has Risen 33% In The Last 4 Years
  • Reps Hitting Quota Has Fallen 25%

I mean if it wasn’t so sad, if there weren’t people involved, you’d have to laugh about the picture of sales it presents. If this were unfolding in a movie, we’d be sitting in theater yelling “Dude, give it up.”; can you see going on Shark Tank with that premise. Time to stop and rethink this stuff. It would appear that given the various popular forms of selling, SPIN, Sandler, Miller Heiman, and more, the most popular and entrenched method is Einstein Selling. This method focusing on doing the same thing over and over again despite the lack of results. Things really do have to change, real change at the core, not just the veneer which has been the trend and depth over the last 15 or so years, stuck at surface level. We have changed the cover a few times, but left the inside of the book virtually the same, leading to virtually the same results. Hence Einstein Selling, you know, because doing something over and over again and expecting a different result, is the definition of, well either insanity or selling based on the above stats.

Part of the cause for the state sales is in, is due to the popular and simplistic remedies sales leaders look to when trying to address their challenges. Many of the things they turn to are superficial and temporary in nature, not leading to any long term and substantial change in the way their teams approach the market and sell. The constant change of technologies not only suck up a lot of bandwidth and resources, they can confuse front line sales people who are not part of the “planning meetings” and “memos”, they just get bounced around with each new initiative slowing them down, and confusing them about priorities of the month. If the selling process is supposed to reflect the buying process, a lack of commitment to a process and direction will cause the team to lose sales.

Transformation is serious business, much more serious than many in sales and sales leadership are ready for. It is something that takes time and commitment, meaning budgets and other resources. Some sales leaders seem not willing to stomach some of the changes they need to make in order to drive transformation in their organizations, be that a change in process, structure or personnel. They don’t accept that it is better to take the hit now for the sake of transformation and long term improvements, than to suffer a thousand cuts while not improving in any measurable way beyond the surface. At times real transformation of how you sell will also have other costs than just the cost of a new app. In the near turn you are bound to take a hit sales and moral, the successful are the ones that stick to a well thought out plan that takes the long term into account, but is focused on the mid-term from an execution and measurement standpoint, and execution in the near term.

There is a lot of talk and hype when it comes to transformation factors, but you have to reexamine things when “56% of reps were expected to make quota, yet only 48% did”. Einstein Selling at its prime. https://www.accenture.com/ca-en/insight-driving-profitable-sales-growth

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6 Things Every Good Sales Person Should Know About Personal Branding0

The Pipeline Guest Post – Megan Totka

Today, nearly every person has a personal brand. The good news is, there are a lot of things you, as a salesperson or small business owner, can do to build a really awesome personal brand. You can choose to guide and cultivate the brand or select actions so it’s defined on your behalf – whichever way you choose to build your personal brand, never brush off its importance. You may wonder how to become the complete salesperson – that’s not an easy feat. However, start by taking a look at these six things every good salesperson should know about personal branding.

The importance of being seen as an expert in your field.

It’s harder to be a salesperson today in many ways – it’s the age of the educated consumer. The best salespeople have the ability to curate excellent content and share it via social networks and blogs. They remember to keep it purposeful and relevant and entertaining when possible. Once you decide how you wish your brand to be perceived, you can become more strategic about your personal brand.

The importance of authenticity in relationships.

A good salesperson knows that at the end of the day, human-to-human relationships are what it all boils down to. It’s easier to maintain current customers than sell new ones. A recent survey by Marketing Metrics found that the probability of selling to an existing customer is 60-70%, while the probability of selling to a new prospect is just 5-20%. This is why it’s so important to stay connected with customers on social networks or via email marketing or blogging. Make it a point to learn how to develop an authentic online voice — sounding robotic and giving sales pitches gets you nowhere.

Make sure to keep it personal.

No one wants to feel as though they are just another number, another sale. Good sales people know that they need to do everything they can to learn more about their prospects and clients to make them feel special. Understand the value of promoting your business at a local level. Always remember to personalize any mass emails. Don’t become overly reliant on automation to pull leads. Data can inform but not replace their brain function and intuition.

Never doubt the value of the network.

Networking should never be an afterthought or something that is squeezed into a day. Good sales people look forward to it and it becomes part of their daily routine. Social networks and digital tools help build networks. Good salespeople realize that they can make new connections any day of the week from any location.

Realize it’s crucial to show up and make a statement.

Always wear your Sunday best for presentations and when meeting others. Clean, neat clothes that fit well and neatly combed hair make a good first impression. Take pride in your work: edit letters for errors; check emails before they’re sent, etc. so you don’t look unprofessional. Make sure everything about you makes a positive statement.

Accept that persistence doesn’t do anything good for you.

Good salespeople know the importance of pulling back and think before they overdo it and turn people away. While being assertive is okay, and even coming back to people who previously turned you down is acceptable, it is never okay to hound people. You don’t want to come across as desperate – or even worse — bothersome.

Salespeople always concentrate on their personal brand, and know that the interactions they have leave a trail of bred crumbs straight to their business doors. Good salespeople want people to spread positive word of mouth about their business, and want those words to flow long after they’ve left the room. Most importantly, good salespeople and successful small business owners always remember that a strong personal brand should be ever evolving.

What are some points you think all salespeople should know to make them more successful?

About Megan Totka

Megan Totka is the Chief Editor for ChamberofCommerce.com. ChamberofCommerce.com helps small businesses grow their business on the web and facilitates connectivity between local businesses and more than 7,000 Chambers of Commerce worldwide. She specializes on the topic of small business tips and resources and business news. Megan has several years of experience on the topics of small business marketing, copywriting, SEO, online conversions and social media. Megan spends much of her time establishing new relationships for ChamberofCommerce.com, publishing weekly newsletters educating small business on the importance of web presence, and contributing to a number of publications on the web. Megan can be reached at megan@chamberofcommerce.com.
Website: www.chamberofcommerce.com

Confused by Too Many Choices Arrow Street Signs

Limiting Choices Increases Results0

Tibor Shanto – tibor.shanto@sellbetter.ca

Despite the evidence to the contrary, many sales people and businesses see multiple options presented to prospects as being “good” or the “right” thing, for the prospect, and by extension themselves. Many business owners tell me that they stock or offer a wide range of products or services to ensure that they can meet the demands of all comments. Some of this is based on the assumption that the buyer actually knows what they want. This fatal sales character flaw is shared by many sales people, especially from the consultative or relationship school. These sales people see their role more client therapists than revenue generators.

You can sort of understand the small business owners, clients come in asking for something they currently don’t have. They have two choices, take the time and effort to understand the buyer’s objective, and then sell them on an equally valid alternative they do have. Or, they squeeze some things over on the second shelf, and order a dozen of what the prospect asked for, because “If this guy wants it, so will others, best to be prepared when the next buyer asks for it.” A big if.

While one can’t blame small business owners for falling into the trap of endless choices, it should be different with sales people. Choice is a bad drug, once you are addicted, it takes a lot to kick this habit that’s killing sales, and threatening capitalism as we know it. Yet sales people consume and dispense choice disregarding the impact on their success.

Part of the challenge is people see the role of a sales professional. Broadly speaking there are those “consultative” types, “the customer is always right” types who for the sake of “relationship” will subordinate their success and that of their employers.

Consistently successful sales professionals see their role a little differently, they see themselves as a Subject Matter Expert, (SME). Further, their expertise is not product related, but related to helping the prospect achieve their objectives. Focusing on objectives, business impacts and outcomes, frees one up from worrying about product/service, to outcomes. From a business standpoint it really is about the end, not the means. Focusing on the “end”, the outcomes and impacts, narrows the discussion, and creates focus.

Consultative sellers will present proposals with multiple options, SME’s offer up the right choice based on what the “end” the prospect is trying to achieve. With the former you have to explain each option, the pros and cons of each, the whole exercise begins to look like a spaghetti tossing contest. While many of these sellers take great pride in expounding on each option, demonstrating their rich product knowledge. Here is what the prospect is hearing, “I haven’t got a clue what you are looking for Mr. Buyer, but I gotta make a sale here or my ass is fried; so imagonna put three options in front of you, hope you know what you want, hope I can sell you the middle one, but I’ll settle for the lowest option too, any actually”.

Be the expert, understand what they are trying to achieve, not what they want to buy or you want to sell. No matter what you are selling commodity or rocket ships, limiting choice will help you understand and sell better. In high end products, offering one choice, even when not on the mark, will drive discussion, discovery and insight, and establish you as an expert in the process. Options will give the client the impression you have taken it as far as you can, based on their input, and now they are on their own to make the decision. Risky business.

With commodities, I’ll share a story. I was working with client in a competitive market, there were a lot of choices, vendors, product, bulk, etc. My client’s team would always showcase three offerings, most prospects loved the middle choice, right balance of price/feature. But in the end he sold considerably more of the lowest price product, even among those who loved the middle feature; (just read the “good enough” segment of CEB’s Challenger Customer). I suggested that they drop the lowest option, and just present two, making what was the middle choice now the lowest of the two. His volumes did not go down, but almost all the sales were of the new low, prior middle priced offering.

By limiting choice, he increased outcomes for both his buyers and his company.

QF Webinar

Need to Convert More Leads To Opportunities?0

There is no one single approach to converting more leads to real opportunities, it takes a blend of technology, messaging, and the dynamics.

You are invited to learn how to best combine these elements to generate more opportunities and sales. On Thursday July 21, join Paul Alves, Co-Founder & CRO of Quota Factory, and I, as we present concrete steps to “Increase Outbound Conversions with Objective Based Selling”.

Paul and I will present how to increase the number of lead you actually connect with, how to convert more of those leads leveraging Objective Based Selling and managing the dynamics of the call.

If you are using the phone to sell or set appointments, you need to attend.

  • What a sales development representative needs to be successful and optimize their time
  • The need for, and positive effects of implementing a workflow management system for sales
  • The difference in dialing techniques and selecting the best kind for your sales team
  • How to transform your messaging from solution-based to persona-based
  • Persona-based objective selling techniques
  • How to understand and translate prospects’ dynamics

If you have a team of SDR’s this webinar will help you understand how our clients increased conversions by over 20%.



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