Welcome to The Pipeline.

Sales Roundabout24

One way to describe selling is to compare it to driving.  Both are fun when done right, and frustrating when you are stalled in heavy traffic. As a driver there are many rewards and benefits to executing things correctly, and great danger if you don’t and at times very serious consequences for rushing things or doing thing the wrong way.  Driving like sales, has a lot of rules and laws, some of these are logical, there for everyone’s safety, without which no one would benefit or survive from the resulting chaos; but there are rules that are just there for the financial benefit of the municipality or power that arbitrarily imposed them. 

Some of the laws are easy to follow, stop signs, red lights, no parking, no left turn; you may not like them, but there is not much room for debate or misinterpretation.  Red means stop, green means go, clear as day, doesn’t mean people stop or go when they should but the law is clear.  Other traffic rules are not as black and white, (or green and red if you insist), offering drivers an opportunity to interpret a little, use judgement, and become accountable for their actions and outcomes.  One specifically is yield.  The slight room for interpretation offers drivers and traffic to the ability and responsibility for maintaining good flow, but that same flexibility, opens the door to big danger when someone misinterprets or tries to take advantage of what is essentially a judgment call. 

I used to live near a roundabout, what made it interesting, even entertaining at a safe distance, was seeing how drivers approached it.  What made this interesting is that it wasn’t a city block, but two highways intersecting, where both traffic flows were approaching the roundabout at 45 and 50 miles per hour, and were going back to the same speed once they got past the intersection.  It always reminded me of a sale that is moving along at a good and perhaps even a predictable pace, and all of a sudden, you have to deal with something that forces you to make a decision on the fly, while still maintaining control of the sale.

You can tell many of the drivers made considered decision as to whether they were going to enter the roundabout and how.  Some did so slowly, others waited wait, some gunned it, all impacted by the specific circumstances which changed by the second, and their interpretation of the circumstances, their ability as drivers, their sense of their own abilities.  The other thing that came into play was their willingness to act in the interest of everyone in and at the roundabout, or strictly think about their own need to get from point A to point B without regard for the others on the road.  Needless to say there were a lot of crashes at that roundabout.

Sales people face roundabouts throughout the sales.  Much like at roundabout the results are mixed.  Some follow the strict letter of the rule and sit there and watch opportunity after opportunity go by without acting, and usually end up with the so-called “lower hanging fruit”, in this case stuff that fell off the tree yesterday.  Others go for it every time, jumping in even with the smallest of space; you’ve seen it, the customer says a certain word and they are off on a rant, at the other extreme those who jam the sale or customer whenever they can.   To yield in sales at time means seeing that you may not be the best fit for the customer and holding off.  However, there are times when it makes sense to go for it, it may seem a bit assertive, but the job of a sales person is to make things happen.  Sellers need to lead the way to the right solution for the customer, which means measuring all factors and entering the roundabout safely, but getting both you and the buyer to your mutual destination safely every time.

What’s in Your Pipeline?
Tibor Shanto

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Execute – Review – Evolve26

Execution – The Last Word In Sales – PT 5

At first glance, it may seem a bit odd or redundant to conclude a series called Execution – The Last Word In Sales, with the final piece being execute.  The reality however is that it is often the missing link in the chain; I see it time and again, people do some of all the preceding steps but then just don’t take the last step, and all their effort is for not. It is almost as though they are thinking, “things are going so well, why ruin it”.

Going back to the start of this series, many sales people know what they have to do, they just don’t.  It is this last piece that separates the good sales person, from the “complete sales person”, the willingness to make it happen.  Notice I said willingness not ability, there are many with the ability in specific or all aspects of a sale, but many lack the will to do all things across the entire sale.  Some don’t want to prospect; some don’t like to negotiate, you hear them saying things like “I don’t want to be pushy” or “I don’t want to be salesy”.  What is what makes a great sales person, is the willingness to do “everything” that has to be done, even if they don;t do it everything equally as well, they are doing it.

How many times have you met someone in sales who was a strategist, when you talked with them you knew you were in the presence of someone brilliant, yet they fails to deliver because they did not act on their strategies. Remember the old UPS commercial on TV back in the early part of the last decade. Two consultants sitting across the table from a business owner, just as they finished presenting their plan the owner say “great do it”, when the consultants say, “oh no, we don’t do, we just propose”.  Well there a lot of sales people like that, they have great strategies, what seems to be a great attitude, but they just don’t get around to doing it.

Sadly they fail to capitalize on the momentum they build up during the preceding steps of executing, they have a good attitude, they have a plan, they allocate the time, but then don’t follow through, regardless of whether they have to do conventional things or unconventional.  Some are lazy, some have fear, I am sure it is not a religious thing, who knows; they just don’t take that last step of executing the process and actioning their plan.  Again the difference between great and also ran is the act of doing it.   Some sales people tell me “you just can’t do”, so I have taken to checking local laws and have never found a law on the books against anything I recommend.

I start every workshop pointing out that there will be some things presented that participants will find familiar, some new, and some will be a stretch, but no one has ever died or lost a limb putting into practice the things we advocate, and to my knowledge, no one has. On the other hand, those who do execute, no matter how clumsily or sloppily, achieve things and set things in place for improvement.

That is where Review and Evolve come in, the discipline to be objective about what you are doing right, and what can improve.  Not always because of skill, but markets, products and buyers change, and sellers need to as well.  The ability to evaluate, review, and reinvent those parts of your game that can use improvement is crucial to execution and to consistent success.  We are not talking about major works, but a review of every deal won lost or where no decisions were made.  What did you do right, what could have been done differently?  In major cases, it is good to involve another set of objective eyes just to make sure nothing is missed, not to second guess, but in most cases, having a consistent process that you use will go a long way.  One thing to remember, that the evaluation process needs to evolve or it make give you false output, and it’s benefits will be diminished.

In the end, it does come down to willingness, if you are willing, you can adopt the Attitude; adopt a Process to implement your Plan; Allocate the proper Time to key activities that have to be performed to win; finally actually do it.  It is not always easy, but it is certainly easier than the alternative, not getting it done.  So when everything is said and done, no matter what you sell or how, there is no silver bullet in sales, just execution, everything else is just talk, that’s why Execution is The last Word In Sales.

What’s in Your Pipeline?
Tibor Shanto

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Introducing IntroMojo – YOUR New Prospecting Tool!21

It is not news that sales people hate making cold calls, and no matter what some “sales experts” may say, the reality is that making those calls will continue to be part of any sales professional’s daily routine. Fortunately, with the web and related tools, there are specific things sales pros can do to take the frost off those calls by enabling the sales pro to learn about their intended prospect and make the call more relevant and on target by knowing more about the prospect and their current focus.

As many will tell you, sourcing leads is not the issue. In the USA alone companies spend some $20 billion annually on sourcing leads. Unfortunately, many of the resulting leads are squandered due to a lack of effectiveness when the prospect is called. A lack of relevant knowledge leads to irrelevant calls, leading to wasted time and wasted money.

Of course you can as a rep limit this by digging into each lead before making the call, and many do. However, what they also tell me that it takes time, time to find information, time to organize it to make it useful, and time to process it. Time is the most precious non-renewable resource in sales. Imagine if it takes 30 to 40 minutes to profile each lead, that begins to cut into your sales day.

The good news is that today there is a new tool available to sales people and organizations that delivers two direct positive impacts, allowing sales people to be more productive, and sales organizations to see a greater return on their lead generation and conversion dollars. The tool is IntroMojo.

IntroMojo provides you with all publicly available information about a sales target in a targeted and interactive format — in categories salespeople specifically need, like ‘what they talking about’, ‘stuff they like’, ‘how they can be reached’, and more.  IntroMojo helps sales professionals interactively build the perfect introduction to their sales call by collecting hard to find prospect information. Armed with this knowledge: work history, contact information, social traits, news articles, blog posts, music tastes, reading lists, plus other relevant information allows the sales professional to know who they are talking to and have the best chance possible to build quick rapport. It’s not that any salesperson can’t find this data on their own…they can.

IntroMojo does this in seconds rather than minutes, many minutes.  With an easy-to-use interactive process of finding your exact target and presenting the information in an easy-to-understand format, IntroMojo gives the sales professional the information they need to know about who they are engaging. 

IntroMojo allows sales reps to execute what they perceive to be the hardest part of their job, the initial call. By allowing them to take a proactive approach to the first call they are able to connect better and set the flow for a shorter cycle by engaging on all levels with their prospect. Once engaged they are able to build on their initial momentum by continuing to stay informed about their prospect and potential events impacting their deals, thinking and decisions.

Go ahead, try IntroMojo, and always be able to answer with confidence when someone asks:

What’s in Your Pipeline?
Tibor Shanto

Spontaneous Discipline – Sales eXchange – 6522

Last week I had the opportunity to sit down with the leader of a sizable company here in Toronto, when I left the meeting I found a new bounce in my feet.  This was partly because he got me to think about my game, which is always good, especially because it is always my goal going into these meetings is to make them think, so when we both do, it is great.

 He asked me if I participate in sports, I told him my vice is running 1/2 marathons and he then posed an interesting question:

Let’s say you were 600 metres from the finish line, in the lead, just when your arch nemesis was about to overtake you, how do you react, what do you do at that crucial point?

The metaphor was obvious, in his highly competitive field, his people are always in a though sell, as many times as I do 21.1K is tough, takes a lot of work in advance, just like the work required by his reps, and it takes skilful execution of a well developed game plan.  But what it takes most is the ability to respond to conditions as they present themselves, clearly the fact that I say respond suggests that events deviated from the plan, had they not, the plan would have sufficed. 

He predicted that most sales people would say they would “buckle down and redouble their effort in doing what they were doing”  Sticking to their plan, despite the fact that it no longer seems to be getting the desired results, the competition is not only gaining, but about to overtake.  The finish line – or the deal – is in view, but still out of grasp, and the competition is about to get there first.  Does doing more of the same a viable response? No!

Sure there is the old notion of working harder, although it has been shown that working smarter is more productive.  Doing more of the same is hardly proactive in responding to an unanticipated reality.  There are other clichés that can be hauled out, “when the going gets tough, the tough get going” and all that dishwater, but it is hardly proactive or innovative at a time when that is exactly what is being screamed out for, bold action that stems from experience, and the will to win.

Being prepared is having a series of contingency plans, the last of which is the plan to abandon the disproven and respond by reaching into your experience and willingness to win.  The combination of skill and will and attitude, leading you to be able to respond in a way that disrupts the competitor, while creating the ability to regain the lead and win the deal, Spontaneous Discipline.  That strange combination of being disciplined in how one acts, but not limited in the action one is willing to take to win.

It comes down to the question of “can you turn around and run backwards to the finish line at sufficient pace to win, while keeping an eye on what the competition is doing and taking steps to counter and mitigate their effectiveness.

It could be anything really; the key is the ability to respond in an innovative way, rather than painfully hanging on doing more of the same. 

So what would you do, 600 metres from the finish line and your competitors is now breathing down your neck?

What’s in Your Pipeline?
Tibor Shanto

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Execution – The Last Word In Sales – PT 4 – Time and Time Allocation20

You really can’t have a serious discussion about Execution without talking about time; problem is that the context of the discussion is often wrong, especially when it is framed in the context of “Time Management”.  Time Management is one of those feel good concepts that many buy into because it sounds good, but in reality offers little other than frustration to those who end up wasting their time trying to apply it.

What a silly notion, time management; let’s face it, time already comes pretty well managed, 24 sixty minute chucks fit nicely into a container of seven, which sits snugly into a carton of 52 to make a year, etc.  The Lunar guys may wrap it a bit differently, the Gregorian version lags a touch, but as far as sales go, we all start out with 24 hours in a day, and no matter how much you “manage” it, there is not much of that you can change.

The real issue is time allocation!

What do you allocate your time – And – How well do you manage your activities in the time allocated to them.

Now I know some of you are sitting there saying “well that’s what I meant”; and how many times have you lost a sale because you said one thing and meant another.

This is where Attitude and Planning come to play.  Part of planning on this level is the need to understand and pan to spend the “right” amount of time on those, and only those activities that deliver success.   There are a whole bunch of things I can spend time doing that look good, look productive, look important, but do not contribute to success as measured by how close I am to delivering quota while at the same time delivering measured value to the client.

It is not as hard as it sounds, but in real life it is a lot harder than it seems.  To get the most out of it you need to understand both what are the key must do activities to succeed with your sales, which is different than someone else’s, so we are not looking to pretend that there is a perfect set of activities.  Second, your conversion rates, this will tell you how much time you need to spend on specific activities.  You also have to make allowances for the known distraction, like real client emergencies, and other things that WILL come up, you they will, you just don’t know when and in what form.  For a full breakdown and description of this see: Allocate Time – Manage Activities.

Once you allocate the proper amount of time to an activity, you need to stick to it, and stick to it for as long as you committed to.  Don’t multi task, you are not an operating system, do the one thing you scheduled.  Focus on the one thing and get it done, multitasking will just ensure that you don’t get a number of things done at the same time.

Another place where Attitude come is to play is around how you deal with distractions, all kinds of distractions, colleagues, the web what have you.  I know it is easy to “go for a coffee” with a friend, especially when you are faced with doing something you don’t like, things like prospecting or driving the limb.  One classic is “responding to a client” as a means of avoiding something that has to be done, and wasting time.  If you allocate different periods during the day for voice mail, e-mail, then stick to it.  There are very very few real emergencies, make sure you don’t fool yourself.

It takes a lot of discipline to execute, and it takes a lot of discipline to make sue you do what you have to before you run out of day.

What’s in Your Pipeline?
Tibor Shanto

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Execution – The Last Word In Sales – PT 3 – Planning and Process22

The problem and puzzling thing about a lack of execution in sales is not so much that people do not know what they have to do, it is more often the case that they do not “DO” what everyone knows has to be done.  The reasons for that could probably fill a book, which is not our goal here, so we will look at two specifics:

  1. A lack of a plan – or – unrealistic or bad plans/planning
  2. Lack of a process

Planning is one of those things everybody talks about; many people do it, some better than others, and everybody feels good about having a plan.  Unfortunately, not many stick to their plans.  For some it is a lot like a taking on a fitness or weight program, they have a lot of enthusiasm at the start, they go out and by the stretchy pants, set big goals and big plans; the more expensive the sneakers, the bigger the plan.  Then they go off to the gym, give it a whirl, stay with it for a few days, some weeks, and eventually abandon their goals.  Not for any negative reasons, more because they had no plan for how to achieve their goal, and life getting in their way. 

A PLAN, really needs to be a series of plans.  What many see as a plan is really a goal, and many end up having great goals but no means of executing the steps that help them achieve their goals.  This is not to say that having Big Goals is a bad thing, no, you should have them, they will help you succeed.  I want you to set Big Goals; we talked about that in the Attitude portion of this series.  Write them down, look at them, thrive off them; but to attain them you need to break them down to small bite size pieces, your plan(s), and of course do it.

I am a big proponent of visualizing the end result, and then working my way back to the start, understanding and anticipating what will and or may happen along the way, then developing contingency plans to deal with both the anticipated and unanticipated.  One of the big problems with A Big Goal, is that people get so excited about it, buy in to it, they forget to allow for complications and do not build in contingencies.  Much like in the gym, a big challenge presents itself, and all of a sudden, the plan seems to be deficient, “no good”, and it is abandoned.

One way to cope with this is to do things on two parallel paths, one for the Big Goal, and the other is a series of smaller action plans.  A Big Goal alone launches you on a single path, a single trajectory, forcing you to be reactionary as things come up; the small plans allow you to make adjustments based on reality, based on the real path to your goal.

Let’s talk execution. As stated above, do put your plan together, whether it is for an account, a territory, a sales team, etc.  The key is focus on keeping it real and manageable.  For an account, what services you see them using from your company, meeting additional contacts in the account who can help you penetrate further, or simply how much you want to grow their spend.  “By Dec 2010, ACME Inc. will be using both our software and professional services, and increase spend by 22%”; “By the end of Q2, XYZ Corp. Will be purchasing their health and safety supplies from us rather than the Guys In Black”; “By the end of the year I will have met and sold to both the VP of Finance and the VP of Operations while maintaining the relationship with the VP of Marketing”, or any other goal you set.  The next step is to inventory what will need to happen to achieve the goal, what you will find is that it is a series of things that need to happen either simultaneously or in a given sequence.   With that done, begin to set plans for each of those individual things, clearly in sequence where required. 

This allows you to be proactive, attack each step with full focus and vigour.  As you complete each step, you will not only be able to celebrate your success, but before moving on to the next step, review where you are, assumptions you’ve made, anything that may need adjustment, or complete rethinking.  Do not be afraid to make adjustments, it is not “being wrong”, it is about being real and proactive; remember contingency is your friend.

This also allows you to deal with life, and you can always count on life to mess with your plans.  Sometimes it’s big, sort of like Lehman Bros. big, but more often it is just enough to force you to change as you go along.  Taking a Goal or a big plan and breaking it down to small executable steps allows you to change, abandon or stay the course based on what is really going on, rather than what an outdated plan dictates.  As with the big picture, you can see the end, but with the smaller plan you can clearly see how you get there.

Once you have that piece down, you need to have a process for taking your plan from the page or white board, and bring it into the real world.  A process involves creating workflows that allow you to act based on likely scenarios and outcomes for the actual activities you will take.  In essence, you can define the process as being a series of actions steps required to realize your plans and goals, it is what translates a plan to execution.

Yes it involves work, sales always does, you have to create goals, you have break them down, consider what can go right and may go wrong, and then create alternative plans and workflows to deal with them; and when you are done, you do it again.

Let’s be real, you can forgo this work, you can choose not to do it and spend the energy making excuses, blaming marketing, pricing, the product team, or Godot; seems to me to be about as much effort as I am asking for, but many still choose the route.  You can choose to have a Goal and go for it; I hear sales people do it all the time, “just trust me!” they say, when they deliver they are cool, when they do not, it is back to the first sentence in the paragraph.  Or you can choose to execute all aspects of the sale, take a page from Nike’s book and “Just Do It”, one small step at a time.

What’s in Your Pipeline?
Tibor Shanto

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The Role Of Product In Selling – Sales eXchange – 6446

Last Wednesday I posted a piece on demand generation, in it I suggested that in many instances, creating demand was much more important than the product, specifically:

Regardless of how compelling a case there may be for your product and services, it pales in comparison to internal requirements.

Most of the feedback was positive, but there were a couple of people, who took offence to me suggesting that product plays a secondary role to anything in sales.  As I explored this with some others off line, the discussion seemed to turn an age-old question:  How important is “product” to a sale or success in sales?

I’ll state my bias right up front, I think selling and how you sell impacts the outcome to a much greater degree that product.

We have all seen example after example, where an inferior product sold by a superior sales person, who was selling for a company that had a superior sales process, out sold a product that is “clearly better” in all the ways that count.  If sales was a clinical experience the superior product would out sell the lesser product; but sales is not, and as result, the best product does not always win.

Does anyone remember the company Digital Equipment Corporation (DEC)?  A pioneer, a leader in product, but they were out sold by IBM.  I recently met a former DEC rep who still gets passionate about the fact that the better product did not rule the day.  Think back to the late 1990’s, the hay day of the Dot Com, how many products never saw the light of day because there was a complete focus on “product” and none on sales.  At the same time you had a bunch of also-rans that did well, had great IPO’s and more, strictly because of their ability to sell.  How about BETA MAX vs. VHS?

This is not a knock on innovation, it is important, but you can wait for the world to beat a path to your door, (and the odd time they may), but you are much more likely to succeed if you actually go out and sell it.

An extension of the discussion is whether you are better off hiring a good sales professional and teaching them the product, or would you be better off hiring a product expert and (hope to) teach them to sell.  As I stated in an article a few years back, “Hire a Sales Rep – Not a Product Rep”, you are infinitely better off hiring someone who is a sales professional rather than a product person.  Not taking anything away from product experts, the level of passion, planning and intangibles needed to execute a sale is very different than the focus and skills needed to be an expert on the product.

I work with a number of organizations that have elected to “promote” engineers into sales positions.  A vast majority regret and rethink it before long.  They find that customers – meaning users – find the engineers and plus, but buyers, fail to connect, and usually because the experience for them is too product centric, and was totally on the rational level and not on the primal level where reactions and decisions are formed.  By contrast, organizations which teamed “sales engineers” or “sales technicians” with sales professionals have a much greater success.

I recently met with a president of a company, leader in their field, who attributes their success to the fact that they have for yeas proactively pursued a hiring policy that focused on attracting people who can sell, and training them to use their sales process and product knowledge.

Sales is about execution, not about product.  Some may need the security of product knowledge, but for consistently higher sales you are much better off with someone who understands the complete sales, not just the product portion.

What’s in Your Pipeline?
Tibor Shanto

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Execution – The Last Word In Sales – PT 2 – Attitude30

“Attitude is more important than the past, than education, than money, than circumstances, than what people do or say. It is more important than appearance, giftedness, or skill. ” Charles Swindoll

It may seem surprising that the first instalment in a series about Execution – The Last Word In Sales, with what at first glance seems to be an intangible, specifically Attitude.  However, when all is said and done, more often than not, the critical difference between winning and losing is the attitude of the seller.  The bad news is that most sellers do not realize this, the good news is that once they do become aware, attitude is something that can be worked on, developed and improved with practice an commitment over time.

This is why attitude is very much like other core sales skills, to improve you have to work; work consistently to improve and maintain it in order to make full use and benefit from it in sales.  Attitude is something that has to be worked on daily, just like any other sales skill. The upside is the compound effect and benefit attitude delivers in combination with other sales skills and activities, especially the ones to follow in this series.

“To be a great champion you must believe you are the best. If you’re not, pretend you are.” —Muhammad Ali

Let’s be clear, there is more to attitude than looking in the mirror say “I am OK I am fine”, although it is a start.  Attitude is a constant, not a daily dose to be taken in the morning.  It starts with a sellers willingness to do what has to be done at every step of he sales cycle; from the planning stage, to the follow through after you win the business.  It is the difference between the rep who is willing to wing it, and the rep that takes the time to prepare, practice, double check and practice again.  It is the difference between the rep who would rather look foolish practicing a presentation than look foolish in front of a customer when they have not.

As I have discussed in the past, I am always more irritated than surprised by sales people who say “oh, we can’t do that”.  Well the fact is they could if their attitude did not prevent them from it.  It is a terrible feeling to face someone who has the basic skill and tools to succeed, but lack the attitude to seize it.    As is usually the case the effort involved in adopting the right attitude is not any greater than the effort and energy involved in rationalizing under performance.

“People who say it cannot be done should not interrupt those who are doing it.” Anonymous

Underlying attitude is the urge to be the best that you can be, and win the most that you can win.  Attitude comes back to very pedestrian things that every seller can control and manage.  It involves planning, and basing those plans on concrete elements and experiences based on metrics and benchmarks to measure where you are and what you have to do to get there.  These elements and factors are here for all sales people, attitude is the element that determines how a sales person will utilize them to win where others will feel just fine loosing, telling themselves “hey, I did the best I can.”  Or did they, I can tell you that there are deals that I won because I wanted it more than the other sellers working the deal, that “wanting it more”, dictated my planning, review, and approach.  Beyond the energy, it is a question of what you are willing to do, what you are willing to ignore; what many call “thinking out of the box”, is really about attitude.  How far beyond the obvious limits, what do you see, and what are you prepared to do about it.

“To different minds, the same world is a hell, and a heaven.” Ralph Waldo Emerson

Environment has much to do with it as well.  While money is not the end all for successful sales people, it is a factor.  Even among people who are salaried and receive nothing extra based on performance, you see the difference attitude makes.  I remember telling a VP I worked for, that I could not imagine going to an annual sales meeting and not be invited on stage to be given an award.  To me that was is what drove my attitude.  Which takes us back to the planning, and since attitude is very personal and individual things, the planning here is very specific to each individual sales rep.  What do you want to achieve, not in your territory, not with an account, but what do YOU want to achieve, remember you career is just a means to that end.  Do you want a farm in Montana, 1967 Mustang, John Lennon’s toilet, what ever.  When you step back and identify those plans, write them down, “January 20XX, I am in my two bedroom beach house in Costa Rica”.  Once you’ve captured them, look at them regularly, visualize it, it will drive your attitude.  Now some of you may sit there and say, “ya right”, but I can’t worry about your attitude, I am busy working on mine.  It is that attitude that allows me to step up and Execute.

What’s in Your Pipeline?
Tibor Shanto

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Bust Your Slump!16

If you or your sales team finding it difficult to bring in business these days, then I have a great suggestion for you.  You should pick up Bust Your Slump: A Dozen Slump Busting Strategies to Fill Your Pipeline in 30 Days by Paul McCord which has just been released.

Bust Your Slump isn’t another book that promises easy eternal success and delivers nothing but a bunch of fluff and hype with no substance. 

McCord has only a single purpose in Bust Your Slump, and that is to lay out in detail 12 proven, effective, real strategies that will generate business for you fast.  Each chapter not only gives you the concept, it gives you a step by step process for implementing it, and then demonstrates what it can do by relating how one of his clients used.

If you read this blog regularly, you know I am all about EXECUTION, and when you read this book you will see that this is what sets it apart from most.

Whether you sell B2B or B2C, are involved in a one-time close process or a long sales cycle, sell a commodity or a sophisticated product or service, you’ll find strategies that will work for you. 

If you buy the book at Amazon during the next couple of days, you’ll get several hundred dollars of great bonus gifts from some of the top minds in sales such as Jill Konrath, Keith Rosen, Jonathan Farrington, Dave Kurlan, Wendy Weiss, Dave Brock and of course me.  Click here http://www.bustyourslump.com/bonus.html to check out all the great bonuses you get for simply buying a book that will fill your pipeline.

Bust Your Slump is the real deal.  The strategies are real and they work, and Paul shows you exactly how to make them work for you.  You’ll have to invest the time and effort to implement them, but you already know that, know you’ll also know how.  These aren’t silver bullets, we are hunting revenue not werewolves, that’s why you need real deal Bust Your Slump delivers.

I encourage you to head over to Amazon and pick up your copy then head over and grab your bonuses at http://www.bustyourslump.com/bonus.html.   Would you rather have the Kindle version?  Get it here http://www.amazon.com/Bust-Your-Slump-ebook/dp/B003YRIK4O/ref=pd_rhf_p_t_3.

Want to be able to answer the question below – pick up Paul’s book Bust Your Slump and you’ll have no problem.

What’s in Your Pipeline?
Tibor Shanto

Demand Side Selling28

If sales were to be defined in terms usually used by economists, and you asked sales people whether they were on the demand side or the supply side of the equation, most would tell you that they were on the supply side. In fact, when you work with and observe sales people, despite what they might say, they act and sell very much from the supply side.  But if you step back, and observe successful sales people, you realize that they spend their time on demand, specifically creating demand.  Most sales people spend a disproportionate amount of their time and effort focusing on the wrong side of the equation, on the supply side when we should be spending our efforts on creating demand.  The role of a sales person is demand generation not demand fulfillment.  

Read on…

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