Qualifying Sales Quotes

I’m only marginally qualified to be giving advice at all. My body mass index is certainly not ideal, I frequently use my debit card to buy things that cost less than three dollars because I never have cash on me, and my bedroom is so untidy it looks like vandals ransacked the Anthropologie Sale section. I’m kind of a mess.

Change your introduction so that you can change the outcome. Engage clients or they'll be thinking divorce.

(1) discover and qualify opportunities; (2) develop a pre-proposal; (3) design a solution; and (4) conduct pre-sales planning.

Dating is all about getting to know somebody, without wasting a lot of time or money. What is the price of love? You’ve got the cost of dinner, a movie, and cab fare for you and your date, as well as the entire film crew documenting your evening. So you add all that up, and subtract various coupons and bulk discount rates you might qualify for. But what about time? You can make more money, but you can’t make more time if you waste it. That’s why you have to be efficient with your dating. Don’t date one on one. Take 10 women out at once, assembly line style, and forget the small talk. Focus on hard-hitting topics, and give them all questionnaires to fill out. I think the women will appreciate your honest and novel approach. Of course it’s possible that nine out of ten women might be offended. But who cares? All you need is one.


As the sound a duck makes, I feel qualified to give medical advice. My wisdom will cost you some bread, but it’s got less mayonnaise than the medical community.

My penis, when inflated, does not qualify as a flotation device, no matter how much it tastes like the navy.

Defining the sales methodology enables the sales training formula to be scalable and predictable. The three elements of the sales methodology are the buyer journey, the sales process, and the qualifying matrix.

If an ambulance gets in a wreck, who drives them to the hospital? Why doesn’t the hospital drive to them? I volunteer to drive, and the volume of speeding tickets I have shows I'm qualified to get there in a rush.

To succeed in sales, you must observe only five rules: 1. Qualify your prospects. 2. Extract your prospect’s pain. 3. Verify that the prospect has money. 4.   Be sure the prospect is a decision maker. 5.   Match your service or product to the prospect’s pain.

If You Only Track Five Metrics… Track as many of these as you can in your sales force automation system’s dashboards: New leads created per month (also, from what source). Conversion rate of leads to opportunities. Number of, and pipeline dollar value of, qualified opportunities created per month. This is the most important leading indicator of revenue! Conversion rates of opportunities to closed deals. Booked revenues in three categories: New Business, Add-On Business, Renewal Business.

But was the Newton a failure? The timing of Newton’s entry into the handheld market was akin to the timing of the Apple II into the desktop market. It was a market-creating, disruptive product targeted at an undefinable set of users whose needs were unknown to either themselves or Apple. On that basis, Newton’s sales should have been a pleasant surprise to Apple’s executives: It outsold the Apple II in its first two years by a factor of more than three to one. But while selling 43,000 units was viewed as an IPO-qualifying triumph in the smaller Apple of 1979, selling 140,000 Newtons was viewed as a failure in the giant Apple of 1994.

Superstars are relentless, unstoppable prospectors. They are obsessive about keeping their pipeline full of qualified prospects. They prospect anywhere and anytime—constantly turning over rocks looking for their next opportunity. They prospect day and night—unstoppable and always on. Fanatical!

Mortgage Workouts Even if you don’t qualify for any of the government loan modification programs or your lender doesn’t agree to participate, you may be able to arrange a “mortgage workout.” A workout is any agreement you make with the lender that changes how you pay the delinquency on your mortgage or otherwise keeps you out of foreclosure. Many lenders require this formal process even for short-term fixes. Here are some workout options your lender might agree to: • Spread repayment of missed payments over a few months. For example, if your monthly payment is $1,000 and you missed two payments ($2,000), the lender might let you pay $1,500 for four months. • Reduce or suspend your regular payments for a specified time, and then add a portion of your overdue amount to your regular payments later on. • Extend the length of your loan and add the missed payments at the end. • For a period of time, suspend the amount of your monthly payment that goes toward the principal and only require payment of interest, taxes, and insurance. • Let you sell the property for less than you owe the lender and waive the rest. This is called a “short sale.” It’s best to start the workout negotiations as early as possible. But before you contact the lender about a workout, you should prepare information about your situation, including: • a reasonable budget for the

most terminations are due to poor hiring processes. It is difficult to correct a hire when the person really doesn’t fit the position. Sometimes we think that all a failing person needs is more training, but the majority of failure is not due to a lack of training. If you start with a “meatball” and train it, all you end up with is a trained “meatball.” Motivated people, suited to the task, will self-train if that is what they need to succeed. Training is certainly necessary, but don’t rely on it to correct a poor hire. In the big picture, salespeople fail because they don’t set achievable goals, they can’t handle failure and are frustrated by it, or they forget that their purpose is to serve the customer. These are the traits you want to qualify in the hiring process, in addition to their motivation level. One way to identify whether an applicant has these traits is to look at the person’s record of past performance, his or her track record of success.

In the end it’s the tax-deferred 1031 exchange that gets massive use by Millionaire Real Estate Investors. This program in the IRS tax code allows you to sell and buy properties without having to declare capital gains or pay those taxes. It’s a very straightforward procedure, but it takes some planning. First, you need to hire a 1031 Qualified Intermediary before you close on the sale of one of your properties. That person will act as your guide and escrow agent as you move through the sale of one property and the purchase of the next. After the sale of your “relinquished property” you have 45 days to identify the “replacement property” and a total of 180 days to close on that second property. You want to be looking for the replacement property before or during the marketing of the property you are selling. If you find a good opportunity, you can enter into a contract with a right to assign clause if your first property does not sell or with a 1031 clause in the purchase agreement if it does. Many people have the mistaken notion that you are exchanging your property with someone else: You take theirs, and they take yours. In some cases that can be done, but it is neither the purpose nor the requirement of a 1031 exchange. A 1031 exchange is designed for you to “exchange” one property in your portfolio (sell it) and replace it with another one that you wish to buy. It allows you to keep purchasing larger, more expensive properties without having to pay capital gains taxes on the ones you sell. This is a wonderful way to keep your money working for you.

New leads created per month (also, from what source). Conversion rate of leads to opportunities. Number of, and pipeline dollar value of, qualified opportunities created per month. This is the most important leading indicator of revenue! Conversion rates of opportunities to closed deals. Booked revenues in three categories: New Business, Add-On Business, Renewal Business.

In a subsequent study, this time in New York City, Pager and her colleagues fielded teams of White, Black, and Latinx testers to apply for real entry-level jobs. The testers were articulate, clean-cut, college-educated young men between the ages of twenty-two and twenty-six, similar in height, physical attractiveness, verbal skill, and interactional style and demeanor. The Latinx testers were US citizens of Puerto Rican descent and spoke without a Spanish accent. The testers were trained to present themselves in similar ways to potential employers as high school graduates with steady work experience in entry-level jobs. They applied for jobs in restaurants and retail sales, as warehouse workers, couriers, telemarketers, stockers, movers, customer service representatives, and other similar jobs available to someone with a high school degree and little previous experience. In applications to 171 employers, the White testers received a positive response (interview or job offer) 31 percent of the time, the Latinx testers received a positive response 25.2 percent of the time, and the Black testers, 15.2 percent of the time. Stated differently, the Black applicant had to search twice as long as the equally qualified White applicant before receiving a callback or a job offer.22

A good metric changes the way you behave. This is by far the most important criterion for a metric: what will you do differently based on changes in the metric? Drawing a line in the sand is a great way to enforce a disciplined approach. A good metric changes the way you behave precisely because it’s aligned to your goals of keeping users, encouraging word of mouth, acquiring customers efficiently, or generating revenue. Unfortunately, that’s not always how it happens. At one company, Alistair saw a sales executive tie quarterly compensation to the number of deals in the pipeline, rather than to the number of deals closed, or to margin on those sales. Salespeople are coin-operated, so they did what they always do: they followed the money. In this case, that meant a glut of junk leads that took two quarters to clean out of the pipeline—time that would have been far better spent closing qualified prospects. Of course, customer satisfaction or pipeline flow is vital to a successful business. But if you want to change behavior, your metric must be tied to the behavioral change you want. If you measure something and it’s not attached to a goal, in turn changing your behavior, you’re wasting your time. Worse, you may be lying to yourself and fooling yourself into believing that everything is OK. That’s no way to succeed.

I no longer work like this, by the way. I learned my lesson after working with buyer after buyer who wouldn’t actually buy anything. Now I qualify buyers, I help them focus, and teach them that purchasing property is a process of elimination, not a shopping spree.

For example, you’ll have a script that starts with those all-important first four seconds, and then includes your qualifying questions and your transition. Second, you’ll have a script that starts with the main body of your presentation and ends with you asking for the order for the first time. Third, you’ll have a series of rebuttal scripts that include the well-thought-out answers you’ve prepared to the various common objections you’re going to hear. And fourth, you’ll have a series of looping scripts that will include the various language patterns that will allow you to loop back into the sale, in order to move your prospect to higher and higher levels of certainty.

Coachability and Adaptability Multiple times, I've seen reps who are either too insecure to admit that they cannot perform a new function or too fearful of change. They won’t let anyone coach them. If you're not coachable, you won't learn. If you won’t learn, you won’t adapt. Adaptability is a critical trait in any rapidly growing company. As your product, market, competition, and company changes, you'll need people who are flexible enough to adapt to the changing environment. They'll need to perform new tasks, learn new products, and develop new skills.

Strong in services rendered, the now wealthy heirs of Power’s lawyer-servants claimed henceforward to control its actions, and assuredly there was no other body of men in the country better qualified to hold Power in check. If officers were bought the control over the sales exercised by this body hedged in the appointment of a new magistrate with guarantees which ensured that no senate was ever recruited better. If the members of the Parliament were not elected by the public, they deserved on that account more of the public confidence, as being less it's flatterers by design than its champions by principle. Taken as a whole, they formed a weightier and more capable body of men than those of the British Parliament. Was it right, then, for the monarchy to accept and sanction this counter-Power? Or did its dignity demand that it react against the pretension of Parliament? That was a policy of one party, which called itself Richelieu’s heir and it was in fact, led by d’Aiguillon, a great-nephew of the great Cardinal. But if the need was to smash now this aristocracy of the robe and extend that the royal authority even further, it had to be done as in former days to the plaudits of the common people and by employing a new set of plebeians against the present wearers of periwigs. Mirabeau saw as much, but that d’Aiguillon’s faction were blind to it. That faction consisted of nobles who had been more or less plucked by the monarchial Power and were now getting new feathers by installing themselves into wealth-giving apparatus of state which had been built by the plebeian clerks. Finding that offices were now of greater value than manors. They fell to on the offices. Finding that the bulk of the feudal dues had been diverted into the coffers of the state, they put their hands in them. And, occupying every place and obstructing every avenue leading to Power, they succeeded in weakening it both by their incapacity and by their feeble efforts to prevent it from attracting, as formerly, to its banners and the aspirations of the common people. In this way the men who should have served the state, finding themselves discarded, turned Jacobin. In the cold shades of a parliamentary opposition, which, if it had been accepted, would have transformed the absolute monarchy into a limited one, a plebeian elite champed at the bit; had it been admitted to office, it would have extended even further the centralizing power of the throne. So much was it part of its nature to serve the royal authority that it was to ensure its continuance even when there was no king.

Found business pain creates opportunity. Quantified business pain drives higher price points. Implicated business pain drives urgency. Business pain and urgency finds business Champions. Business champions get you to the Economic Buyer. The Economic Buyer has access to major funds. You sell big deals based on value. The opposite is also true: No discovered pain means a small or no opportunity. No quantified business pain means no cost justification. No implicated business pain means no urgency to buy. No business Champion means no access to the Economic Buyer. No access to the Economic Buyer means no access to major funds. No access to major funds means either selling small deals based on product features or selling no deals.

What should a cold call sound like?* Reach prospect: Hi, is [First Name] in? Introduction:** Hi [First Name], this is [Name] at [Company], how are you doing? Permission: I called to see if what we do for [Problem] can benefit your team. Did I catch you with two minutes? Value proposition: We help [Buyer persona] who [Problem] by [Solution]. In fact, [Customer success story]. Question + leading statement: I’ve seen a lot of [Buyer persona] who are dealing with [specific facet of problem]. How are you addressing that today? Qualify for interest + fit: [This is the part you cannot script - you have to know what makes a qualified buyer and really listen to their answers.] Ask for the appointment: Well, you’ve been kind to give me a few minutes today and it sounds like there’s reason to continue the conversation. Do you have time this coming [Day] or [Day] that we can get into more detail and determine if there’s a mutual fit? *This structure demonstrates how a call can go if the prospect has no objections. It’s best to also script effective responses to common objections. **There is an entire school of thought around using uncommon conversation starters to take the prospect out of his or her standard reaction to cold calls. This strategy is smart and merits testing once you’re ready to focus on improving your call effectiveness.

First, you need to hire a 1031 Qualified Intermediary before you close on the sale of one of your properties. That person will act as your guide and escrow agent as you move through the sale of one property and the purchase of the next. After the sale of your “relinquished property” you have 45 days to identify the “replacement property” and a total of 180 days to close on that second property. You want to be looking for the replacement property before or during the marketing of the property you are selling. If you find a good opportunity, you can enter into a contract with a right to assign clause if your first property does not sell or with a 1031 clause in the purchase agreement if it does.

Even if you show the full value, some customers will never pay. When I first started selling Connex for QuickBooks, one of my first trial users was a small startup that barely made $2,000 per month. He hammered me for support through multiple phone calls. He was trying to negotiate me down from $20 per month to an even lower price. I told him to hit the road. I learned a couple of lessons: Avoid getting too invested in trial users. Unless you have qualified a prospect, do not spend too much time with her. A common negotiating tactic is to make you invest a lot of time before trying to talk you down. Prospects figure you will not give up because you have invested so much. Avoid pricing yourself out of business. If you price your product low, people fail to see the value. They think there are hidden fees. As I raised prices, we attracted higher-value clients that were less troublesome. Avoid features. The small business and I discussed a QuickBooks sync, instead of the money we saved on data-entry. I could have asked how many hours he spent hand entering sales or how much he paid someone else for data entry.

Why did Connex for QuickBooks Online succeed? Here are the reasons: I received free app store listings on Intuit’s website. My app was even on the first page of their store briefly. This drove large amounts of traffic to my site. I received free listings on many other sites before they started asking for a commission. I later pulled those listings, since the cost to advertise exceeded the revenue they brought to the company. These stores failed to show how many installs and conversions they generated. I had many positive and real reviews on my app store listings. I noticed competitors had hundreds of five-star reviews that mostly looked fake. QuickBooks Online had few integrations at the time. I was one of the first companies to get listed. For QuickBooks Canada and QuickBooks U.K., my app was one of the first system integrators. I had almost no competitors who serviced QuickBooks outside of the U.S. Shopify, BigCommerce, ShipStation and other companies had no native integration. Mine was one of the first. I recorded videos and added landing pages that ranked high on Google with minimal effort. Since I had a shoestring marketing budget, this was very important. The issue I had with other products was that they didn’t offer free promotion. Since my company was one of the first, we had ample time to add features and fix problems. We have a solution that is light years ahead of competitors. Why would someone want to compete with us? In the words of one of my partner companies, “We could build one, but yours would be a lot better.” My app required no desktop apps or website plugins to install. Since my audience was small business owners, the easier the install the better. Most business users have a limited understanding of websites. Asking them to change a bunch of settings or configure something on their own is daunting. We set up Connex for qualified users. Many competitors just let users go through a self-guided trial. We received feedback from many customers that they would purchase if they could make Connex work. I added a talk-to-sales component, and our conversion ratio increased. Connex was successful because I added a personal touch in a world where SaaS owners expect users to just “figure it out” on their own. Software that requires no support and maintenance is a pipe dream.

The problem is, most companies can't create enough qualified inbound leads to keep the pipeline full. And,

that does not make sense, see Warren Buffet’s explanation in the biography, “SNOWBALL”, by Alice Schroeder. In the book Buffet uses a medical analogy to describe the different roles between “advice provider” and “product seller”. He uses the analogy of the medical industry “advice prescriber” (a doctor), or the “pill salesman” (drug sales rep). Buffet worked in both investment salesperson and investment adviser roles during his career and he knows this difference better than anyone on the planet. The advisor or adviser vowel-movement trick, gives nearly one million financial “pill sellers” in North America a clever, yet deceptive way of influencing how the public invests. It allows 90-day-qualified sales reps, to pretend to be financial “doctors”. All it takes is a few thousand well paid regulators. (“say…did he say he was an “adviser, or an advisor?”) The public never asks their doctor whether their medical license is spelled “Doctor” or “Docter”, and the financial industry has learned to use that “vowel movement” trick to their billion dollar profit advantage.

Many use an “application process” to make people qualify to buy. But none of them have gone to the extremes one did. At various times, he required prospective purchasers to listen to seven hours of introductory material and sign an official-looking affidavit attesting that they had done so before they were permitted to buy.

We are very particular about the people we select as business associates, so you're welcome to write or call for the free information kit, but don't get your hopes up just yet! Read everything thoroughly. Then, if you think you can qualify, you'll have to complete a detailed questionnaire, which will be reviewed by our Advisory Committee. Only if you are approved at that stage will you be invited to come to the home office for a personal interview.

Once commissions are vested on a schedule that prioritizes customer relationships, a lot of the ugliness that usually defines sales cultures disappears. Salespeople do a better job qualifying customers, the hypercompetition eases up, the backslapping fades, the teams align their expectations and their goals. It just works better. For everyone.

If an opportunity isn't effectively qualified, the sales rep will operate under the mistaken impression that the deal is theirs to win.

Vending. Not selling.

Stop confusing activities with accomplishment. Stop pushing reps to rush through the sales process. Master the customer conversation with specific personas and use cases. Understand how to sell business value, using a repeatable process. Learn to qualify deal advancement issues in account situations. Coach reps on how to control an opportunity. Understand how to forecast accurately.

Instead of tracking meaningful indicators of deal advancement and tangible sales process results, they only kept track of activity KPIs such as: Number of calls Number of emails sent Number of video introductions Number of POCs

Forego’s customer churn was high because they sold too low in companies for small dollars. Selling small deals at low levels in a company, without the customer understanding the tangible business value of the product, causes a high degree of customer churn. If a customer doesn’t understand the business value of a subscription product, the customer won’t renew their annual subscription.

If sales managers hire C-grade players and do everything else perfectly—onboarding, training, developing, and maintaining a great sales process—that team will still have a difficult time becoming the number one sales force. However, if you hire only grade A players and do everything else average, the A players will help you find a way to win.

You’ll want to meet with the Champion for each of the forecasted deals to ensure your rep has a Champion and is in control.” Maniacally qualifying deals early in the quarter by visiting the Champions of your reps’ forecasted deals in the first month of a quarter is one of the surest methods of gaining a deep understanding of your forecast.

Your intuition needs a clear, open mind. It won’t work if it’s competing with other distracting thoughts, fears, or prejudices of your own past experiences.

We had to execute well and quickly. In sales management, if you want to grow fast, you should be able to hire well and quickly, and to train the new hires well and quickly so that they ramp up quickly and generate revenue. So, we had to be able not only to identify our key to success, but also be able to articulate it in a sharp and easy way so that the new hires could learn quickly and execute.

They push phone prospecting, e-mail prospecting, social selling, trade shows, referrals, networking, or inbound marketing as the one true way while disparaging all other forms—usually by labeling the forms they don't like “cold calling” to create the ultimate turnoff. “Do it my way,” they'll tell you, “and you'll get unlimited qualified leads. All for only $999!

In the car that morning, I described the ideal selling system. Here’s how it would work: Prospects would deliver the presentations themselves. They would raise the stalls and objections, and they would resolve them. They would qualify themselves financially. They would close the sale. And finally, they would thank me for calling on them!

A wildly successful business is a business where: Customers chase you, and not the other way around. Predictability and consistency generate new leads, clients, and revenue. You speak only to highly-qualified prospects you can actually help. You have an automated lead-generation system that delivers new customers on demand with minimal human effort. You focus only on the Highly Leveraged Activities that produce revenue.

Wells (2000) ignores nearly all of them except for one specimen, named “Archaeoraptor,” which was a composite forged out of two real fossils by an unknown Chinese fossil dealer. Smuggled out of China, the specimen was bought and made into a big deal by amateur dinosaur illustrators (and by National Geographic, which wanted to get a scoop without waiting for the specimen to be tested by peer review). As soon as well-trained paleontologists looked at the specimen, they quickly detected that it was a composite of two different specimens put together to enhance its sale price, and the specimen was never even formally published in a peer-reviewed journal. Wells (2000) slanders the entire profession by suggesting that one artful hoax (which was quickly exposed as soon as real paleontologists looked at it) implies that all the fossils from China are faked or that qualified paleontologists are easily suckered by fakes. As the facts of the story show, Wells is wrong on all counts.

The demonstration close is what you use to qualify the prospect with your opening words, and to get a clear statement from the prospect that he is in a position to buy and to pay for this product.

Just off the Atlantic Coast, Lamplighter Village Melbourne boasts one of the finest climates in Florida, with an average temperature of 73 degrees and prevailing easterly breezes off the ocean. New and pre-owned manufactured homes (also known as mobile homes) are available onsite allowing you to take advantage of everything we have to offer. Prices on select melbourne senior housing range between $70,000 to $152,000 with a monthly lifestyle fee of $700. Financing options are available for qualified buyers.Just off the Atlantic Coast, Lamplighter Village Melbourne boasts one of the finest climates in Florida, with an average temperature of 73 degrees and prevailing easterly breezes off the ocean. New and pre-owned manufactured homes (also known as mobile homes) are available onsite allowing you to take advantage of everything we have to offer. Prices on select melbourne senior housing range between $70,000 to $152,000 with a monthly lifestyle fee of $700. Financing options are available for qualified buyers.

Being a good person and helping others succeed even when you don’t personally benefit is the undercurrent that powers social media networking.

Ways to train puppies or pet dogs efficiently? Individuals have to choose the qualified puppy shop in order to get large collection of puppy devices. Various categories of canines for sale in Miami and animal owners can make use of that chance to get high quality young puppies. Focus and concentration of the pet dogs can get enhanced when they train their puppies in a qualified training company. Consumer young puppies will certainly well-adjust with other one only when they get training from certified canine fitness instructor. Responsible and social characters will certainly get established when these puppies attend training in their young duration. If they desire to know dogs for sale in Miami, they have to refer a number of online puppy shops offered on the web. Though they get the puppies in miami from the best dogs for sale in Miami, they need to comprehend the feeding options. Medical therapy and feeding practices plays an essential role in growing puppies in a healthy manner. Getting puppies from online store is a better way for the user because they can avoid the confusing tasks. One can analyze the pros and cons of different kinds of puppies in a steady manner using the internet facility. People have to find the website that offer dogs and dog accessories at reasonable that will certainly convenience their consumer. Handling, socialization and training is essential for dogs in order to improve the capabilities of dogs. Puppies will get easily attached to the relative when it gets correct and efficient training. Number of effective suggestions and suggestions are offered on the web to grow the puppies or dogs without getting impacted from illness. One should get at least small history of the puppies from the stores to know the breeding capability of canines. Husky and poodle young puppies have vast understanding, and it will quickly comprehend the things by offering appropriate training.

Champions have personal aspirations,” I said. “To realize those aspirations, they need to differentiate themselves within the organization. One way to do that is to solve notable business problems. It’s a way for them to obtain a personal win by being recognized for their efforts and showing their added value to the company.

Mom wipes her eyes and signs the sales slip without hesitation, spending money she doesn’t have, on equipment I lied about owning, to a guy who hired me to do a job I’m not qualified for, in a place I don’t deserve to live, probably with a girlfriend I can’t seem to break up with.

He instilled in our eight-person sales team the crucial four C’s. To sell, you had have 1) the competence—expert knowledge of the product you were selling and the process to demonstrate it (qualifying the buyer by validating their need and budget; helping define what their buying criteria are while setting traps for the competition; getting sign-off from the technical and the economic buyer at the customer, and so forth) so that you could have 2) the confidence to state your point of view, which would give you 3) the courage to have 4) the conviction not to be sold by the customer on why she wasn’t going to buy your product. Cranney was obsessed with training every salesperson, testing them, and holding them accountable on the four C’s.

THE MOTOR YACHT AUTHORITY. TRUSTED EXPERTS & TRIED AND TRUE SALES TACTICS. The team of expert brokers at 26 North Yachts has an excellent track record - selling yachts 23% faster than our competitors and for a higher percentage of the asking price. This saves owners money on operational costs and depreciation when it’s time to sell. Our team focuses on leveraging both tried-and-true sales tactics as well as modern digital strategies to quickly get your yacht in front of qualified buyers.

My experience says that there is hardly any linkage between being highly educated and having successful entrepreneurship ventures. It is found that entrepreneurial success rate is high with college drop-outs or people with drive. It is also found that fully qualified people look for stability in career life as compared to confronting uncertainty or seeking sales role. Of course, few exceptions always exist.…see more

What's the secret that separates superstars from everyone else, and why do they consistently outperform other salespeople? Fanatical prospecting. Superstars are relentless, unstoppable prospectors. They are obsessive about keeping their pipeline full of qualified prospects. They prospect anywhere and anytime—constantly turning over rocks looking for their next opportunity. They prospect day and night—unstoppable and always on. Fanatical! My

High Fat, Moderate Protein, Low Carb Breakfast Smoothies Recipes for ‘low carbohydrate’ smoothies abound, but most are also low in fat and assume that anything under 200 Calories from sugars qualifies as ‘low carb’. Here are two basic recipes that provide enough fat and protein to keep you satisfied until lunch, and both come in at or under10 grams of carbohydrates. Note that you have your choice of sweeteners, but the argument for adding some xylitol to the mix is that it does not raise your insulin level, provides useful energy, and protects your dental health. Also note that there are lots of different protein powders for sale, but most whey products are flavored and sweetened. Shop until you find unflavored whey powder with the lactose removed – the label should indicate about 15 grams of protein and less than one gram of carbohydrate per serving. Do not buy soy protein powder or whey/soy mix, as the soy does not dissolve well into the smoothie. This whey powder looks expensive (about $1 per 15 gram serving) but this is the same amount of protein as you get from 2 eggs. Breakfast Berry Smoothie Ingredients: 3 oz fresh or frozen (unsweetened) berries (strawberries, blueberries, or raspberries) ¼ cup whipping (or heavy) cream 1 tablespoon light olive oil 2 tablespoons unflavored whey protein powder (delactosed) sweetener of choice (e.g., 1 tablespoon xylitol and 1 packet Splenda) 2-3 oz ice Blend the ingredients at high speed until smooth (30-60 seconds) Protein 15 grams, Fat 25-30 grams, Carbs 10 grams, Calories 330-380

I’ve seen so many otherwise very talented executives fail to see how a large amount of deals and revenue coming in now were attributable to last month’s campaigns, who are trying to whip their people into getting more sales this week – despite a lack of a sales pipeline, qualified leads, appropriately generating referrals immediately after successful delivery, and all those sorts of best practices.

A study from InsideSales.com, published in the Harvard Business Review, found that waiting five minutes to respond to a new lead resulted in a 10x drop in the likelihood of being able to connect and follow up with that lead. After ten minutes, there’s a 400% drop in the odds of qualifying the lead. In other words, the longer you wait to respond after someone reaches out, the less likely it is that that person will convert. And for best results, companies should be staying below the five-minute mark.

BD = f (SW, ES) The sales equation states that a buying decision (BD) is a function (f) of the Six Whys® (SW) (which we’ll get to in a minute) and the buyer’s emotional state (ES). This means that if you are selling to a qualified buyer who has the financial means and authority to purchase your product or service, and you guide that buyer into committing to each of the Six Whys®, and the buyer has a positive emotional state (the collection of emotions he is experiencing at a given time), you will always be able to earn the deal. Here’s another way of saying this.

Business Owner Planning Business owners have additional and complex Retirement Planning needs. Counting only on the sale of your business requires tremendous luck and success. If business owners consider the business as simply one asset among many, then they should seriously consider additional assets such as: -Executive Bonus Arrangements -Nonqualified deferred compensation plans -Qualified retirement plans -General investment portfolio Motto for Business Owner Planning As I look back on thirteen years of entrepreneurship, I can see that the best and smartest thing to do is to have a plan with the end in mind and you in mind. The time still goes by and time is expensive. That sentence is really a whole book and you should or will understand sooner than later, hopefully. That would have looked like business succession planning. Proper business succession planning requires sound preparation in order to have a smooth and equitable transition. Financial, tax and legal planning are all necessary for a success.

Let me make this crystal clear. Salespeople get paid to sell. Period. End of story. Whine and complain about all the stuff you've got to do if you like, but it will not change the fact that your job is to be interacting with qualified prospects during the Golden Hours and moving them into and through the pipeline. Therefore, if you are a salesperson and you are not doing things that are directly related to selling during the Golden Hours, then you are not doing your job.

With B2B SaaS, sales shouldn’t be sleazy. Instead, it should be an educational conversation. My TinySeed cofounder Einar Vollset says, “When selling SaaS, think of yourself as an unpaid expert who’s helping the prospect solve their problem using software.” You’re not trying to force a fit between your software and your prospect’s problem. You’re putting on your consultant hat to help your prospect define their problem and come up with a good solution. Thinking of yourself as an expert problem solver first sets a good tone for sales demos. When I used to do sales demos, I would introduce myself as the founder and say, “I’m not trying to talk you into anything. I’d just love to show you our tool and get your feedback on how it might fit your needs.” If your tool doesn’t fit their needs, it’s far better to let that prospect move on (maybe with a recommendation for a tool that’s a better fit) than to pressure them into signing up. Don’t waste time or money onboarding someone who’s just going to churn out after a month or two. Qualify before You Demo There are few things worse than showing up to a sales call to find out the person doesn’t have the budget or the need for your product. As someone with intimate knowledge of customers who buy your software, you should have a good idea of the common threads that link them. Asking even a few questions about budget, timeline, and the problem they are trying to solve can be a window into whether it’s worth your time to jump on a demo. Have a Script Even though as the founder you can run a demo with your eyes closed, if you have a standard script, you are always ready to train someone new to take over sales. Say No to People Who Aren’t a Fit If you know someone will not get value from your product or believe they will be a problem to support, do not be afraid to let them know you don’t think they are a fit and recommend competing tools. If you are qualifying people in advance of your demo, this shouldn’t be something you have to do often, but forcing a sale only to have a customer churn out a few months later will waste a lot of resources.

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