Salesperson Quotes

I lowered the gun but didn’t holster it. Not just yet. She could turn out to be psychotic. Or a door-to-door salesperson.

I had never wanted to be one of those girls in love with boys who would not have me. Unrequited love - plain desperate aboveboard boy-chasing - turned you into a salesperson, and what you were selling was something he didn't want, couldn't use, would never miss. Unrequited love was deciding to be useless, and I could never abide uselessness. Neither could James. He understood. In such situations, you do one of two things - you either walk away and deny yourself, or you do sneaky things to get what you need. You attend weddings, you go for walks. You say, yes. Yes, you're my best friend, too.

If you are trying to decide among a few people to fill a position hire the best writer. it doesn't matter if the person is marketer, salesperson, designer, programmer, or whatever, their writing skills will pay off. That's because being a good writer is about more than writing clear writing. Clear writing is a sign of clear thinking. great writers know how to communicate. they make things easy to understand. they can put themselves in someone else's shoes. they know what to omit. And those are qualities you want in any candidate. Writing is making a comeback all over our society... Writing is today's currency for good ideas.

What makes a good salesperson? Let me be clear that it’s not the person who can talk someone into anything. It’s not the hustler who is a smooth talker. The best salespeople are the ones who put themselves in their customer’s shoes and provide a solution that makes the customer happy.

What the hell," I said, pushing off the wall, ready to take off the head of whatever stupid salesperson had decided to get cozy with me. My elbow was still buzzing, and I could feel a hot flush creeping up my neck: bad signs. I knew my temper. I turned my head and saw it wasn't a salesman at all. It was a guy with black curly hair, around my age, wearing a bright orange T-shirt. And for some reason he was smiling. "Hey there," he said cheerfully. "How's it going?" "What is your problem?" I snapped, rubbing my elbow. "Problem?" "You just slammed me into the wall, asshole." He blinked. "Goodness," he said finally. "Such language." I just looked at him. Wrong day, buddy, I thought. You caught me on the wrong day. "The thing is," he said, as if we'd been discussing the weather or world politics, "I saw you out in the showroom. I was over by the tire display?" I was sure I was glaring at him. But he kept talking. "I just thought to myself, all of a sudden, that we had something in common. A natural chemistry, if you will. And I had a feeling that something big was going to happen. To both of us. That we were, in fact, meant to be together." "You got all this," I said, clarifying, "at the tire display?" "You didn't feel it?" he asked. "No. I did, however, feel you slamming me into the wall," I said evenly. "That," he said, lowering his voice and leaning closer to me, "was an accident. An oversight. Just an unfortunate result of the enthusiasm I felt knowing I was about to talk to you.

In sports, the only thing a player can truly control is effort. The same applies to business. The only thing any entrepreneur, salesperson or anyone in any position can control is their effort.

What does a good babysitter sell, really? It’s not child care exactly, but a relaxed evening. A furnace salesperson? Cozy rooms for family time. A locksmith? A feeling of security. Know the emotional drivers and you can frame the benefits of any deal in language that will resonate. BEND

For example, in Paris, if one desires to buy something, you enter the store and say "Good morning, sir" or "madam," depending on what is appropriate, you wait until you are greeted, you make polite chitchat about the weather or some such, and when the salesperson asks what they can do for you, then and only then do you bring up the vulgar business of the transaction you require.

to be genuinely interested in other people is a most important quality for a sales-person to possess—for any person, for that matter.

Ask any Ferrari, Porsche or Ray-Ban salesperson about their average customer and you will very likely hear that he is not, as the adverts would have us believe, a virile young footballer with shiny hair, a rippling six pack and a trouser pouch like a new punch bag. He is, in fact, a middle-aged bloke wearing more chins than he started life with and carrying the clear evidence of forty years of beer and pies slung across his midriff.

I had a dream about you. You were a sunscreen salesperson, and you approached me and said, “Would you like to buy some sunscreen?” I looked at you like you were a curious insect as I replied, “No thanks. I’m still standing in my father’s shadow.

The salesperson you’d ideally like to be and the salesperson you’d like to encounter as a customer should roughly be the same, shouldn’t they?

The most successful salesperson was offering a product called Touch of Quietude, which sounded more like a feminine hygiene product than a death delivery system.

A job candidate might say, “I am not experienced in this field, but I am a very fast learner.” An information systems salesperson might state, “Our set-up costs are not the lowest; however, you’ll recoup them quickly due to our superior efficiencies.

You will be able to say you have done your best at selling when you satisfy your customers' needs on a steady and consistent basis. As a professional salesperson, you can't satisfy those needs unless you know what they are and appreciate the person who has them

THE DIFFERENCE If I buy a photocopier from you, I have made a transaction and am considered a customer. However, if I start buying all my office equipment from you, I have developed a relationship and have become a client. I have developed a relationship because of which I (the client) keep buying more and more. That’s the difference between transactional and relationship selling. A salesperson’s philosophy is reflected in his behavior and

A person will buy something they really don't need off of a salesperson they really like before they buy something they desperately need off of someone they despise."...Johnny Flora

When I first met Cara, she was twelve and angry at the world. Her parents had split up, her brother was gone, and her mom was infatuated with some guy who was missing vowels in his unpronounceable last name. So I did what any other man in that situation would do: I came armed with gifts. I bought her things that I thought a twelve-year-old would love: a poster of Taylor Lautner, a Miley Cyrus CD, nail polish that glowed in the dark. "I can't wait for the next Twilight movie," I babbled, when I presented her with the gifts in front of Georgie. "My favorite song on the CD is 'If We Were a Movie.' And I almost went with glitter nail polish, but the salesperson said this is much cooler, especially with Halloween coming up." Cara looked at her mother and said, without any judgment, "I think your boyfriend is gay.

foundational principles—don’t criticize, condemn, or complain; talk about others’ interests; if you’re wrong, admit it; let others save face. Such principles don’t make you a clever conversationalist or a resourceful raconteur. They remind you to consider others’ needs before you speak. They encourage you to address difficult subjects honestly and graciously. They prod you to become a kinder, humbler manager, spouse, colleague, salesperson, and parent. Ultimately, they challenge you to gain influence in others’ lives not through showmanship or manipulation but through a genuine habit of expressing greater respect, empathy, and grace.

Stop for a few seconds and create a clear mental picture of yourself as completely relaxed, calm, positive, smiling, and in complete control of the interview. Then inhale deeply, filling up your lungs and putting pressure on your diaphragm. Hold this breath for a count of seven and exhale for a count of seven. While you are breathing deeply, continue to hold a picture of yourself as the very best salesperson you could possibly be.

95 percent of the time, the common objections are merely ploys on the part of the prospect, who would rather bow out of the sale gracefully than have to look the salesperson in the eye and confront them about their lack of certainty concerning the Three Tens.

In 2019, I advised a large global B2B company to ban the job title ‘salesperson’, to stop using the term ‘sales’ and replace it with a ‘partnerships’ team. More people responded to their emails, and their sales rose by 31 per cent. As I suspected, a job title with the word ‘sales’ in it, primes the people you contact to believe you’re going to pester them to buy something they don’t want – conversely, the framing of the word ‘partner’ suggests the person is on your team.

Would you ship yourself to a prospective employer in a crate, dressed in a Superman suit? “Hi, my name is Steve Schussler and I’m your new salesperson.

If we oversold or underdelivered, then it wasn’t a sale; it was a lie. Lying is easy; selling is hard. A great salesperson sells in a way that leads to trust and repeat business.

Look around. If you don’t see any salespeople, you’re the salesperson.

This third law – to never disagree – is the critical skill that will allow you to become an effective negotiator, speaker, salesperson, business leader, writer – and partner.

To become a better salesperson, become a better listener.

Hire great writers If you are trying to decide among a few people to fill a position, hire the best writer. It doesn’t matter if that person is a marketer, salesperson, designer, programmer, or whatever; their writing skills will pay off. That’s because being a good writer is about more than writing. Clear writing is a sign of clear thinking. Great writers know how to communicate. They make things easy to understand. They can put themselves in someone else’s shoes. They know what to omit. And those are qualities you want in any candidate.

Let’s face it, no one wants to be seen as a stereotypical salesperson who is pushy and untrustworthy. However, if you think about yourself as a doctor who diagnoses and then prescribes solutions to people’s problems, then I’m sure you’ll be much more comfortable selling under those circumstances—as a trusted, educated, knowledgeable, qualified, confident, capable advisor.

How to Steal from Wall Street If you ever want to see a banker sweat, try this: walk into your bank, ask to see a salesperson, and ask to put your savings into index funds. It’s the funniest thing ever.

That estrangement, that detachment, that distance allow me to buy, without any qualms and with full awareness of what I'm doing, a pair of shoes whose price in my native land would be enough to feed a family of five for one whole year. The salesperson just has to promise me, You'll walk on air, and I but them. When we're able to float in the air, to separate ourselves from our roots -not only by crossing an ocean and two continents but by distancing ourselves from our condition as stateless refugees, from the empty space of an identity crisis- we can also laugh at whatever might have happened to my acrylic bracelet ...

There’s an implication for influence: persuaders would be wise to match the System 1 versus 2 orientation of any appeal to the corresponding orientation of the recipient. Thus, if you are considering a car purchase primarily from the standpoint of its emotionally relevant features (attractive looks and exhilarating acceleration), a salesperson would be well advised to convince you by using feelings-related arguments.

I got another bath,” she announced to her fellow telephone salespersons. She was well in the lead in the office daily Getting People Out of the Bath stakes, and only needed two more points to win the weekly Coitus Interruptus award.

days a week and running on the treadmill for a minimum of 20 minutes. If you’re a salesperson, your affirmation might read: I’m committed to making 20 prospecting calls every day, from 8am–9am. The more specific your actions are, the better.

Business doesn't just magically happen, at least not all the time. You've got to make it happen. You've got to learn to be a better salesperson. You've got to learn to be a marketer. You've got to understand finances. You have a lot that will go into owning it.

I like shoes,” Erin argued over her enchiladas, There was a massive margarita in front of her. “No,” Phoebe shot back with a grin. “You like boots, and not the cute kind. You like combat boots. The salesperson at Nordstrom nearly cried when she saw what you’re wearing.

It’s simple, but it’s not easy, and the first thing you have to let go of is the belief that all you have to do (or all you can do) is hand your credit card to a physical therapist, a podiatrist, or a salesperson at a running shoe store and expect someone else to fix the problem.

About half of the salespeople I’ve worked with over the years gave up after a single rejection. They would call a client, the client would say no, and the salesperson would never call that person back. Very few, perhaps only 4 percent to 5 percent, keep trying after four rejections. Yet, as you learned in the previous chapter, I’ve found that it takes about 8.4 rejections to get a meeting. And what makes the difference between people who will face that rejection one time and quit or 40 times and never quit is determined purely by the strength of their ego.

Over the decades Goldman Sachs had not done business with the Trump Organization or Trump himself, knowing that he might stiff anyone and everyone. He would just not pay, or sue. Early in Cohn’s time at Goldman there had been a junior salesperson who did a bond trade for a casino with Trump.

لأن السوق اليوم يعتمد أكثر من أي وقت مضى على جهود البائع فالمنتجات أصبحت نمطية ومتشابهة بدرجة أكبر وأكثر. والناس يزورون اليوم المعارض والأسواق فيجدون الكثير من المنتجات المتنافسة المتشابهة ويمكنهم ذلك من إختيار بين بدائل كثيرة. لذلك أصبح المستهلك في حيرة من أمره بسبب كثرة الخيارات المطروحة أمامه.

Give me a person who sincerely wants to commit themselves to being a salesperson, and put them on my team and I will give you a hero. That has always been my mindset as a sales manager, whenever I have been in that position. I believe in people, and I seek to encourage them to perform at their best.

Anyone can perform the magic if they have some tricks under their sleeves. The trick is to learn the tricks / skills. A salesperson like the magician sells the belief, by creating an illusion that whatever is visible to viewers/buyers is real. But in reality the only real thing is the skill which creates that illusion.

For the record, this is Joe Girard: Most average number of retail vehicles sold in one day--6 Most new retail sales in one day-18 Most new retail sales in one month-174 Most new retail sales in one year-1,425 Most new retail vehicles ever sold in a fifteen-year career- 13,001 Number one retail vehicle salesperson-12 consecutive years Joe's

As I often say, “Sales is a verb.” The dictionary would argue otherwise, but experience shows that the most successful new business salespeople tend to be the most active salespeople. Good things happen when a talented salesperson with a potential solution gets in front of a prospective customer who looks and smells a lot like your other customers.

…we do not have all the answers and are prepared to live within the framework of penultimate knowledge, that we regard our involvement in dialogue and mission as an adventure, are prepared to take risks, and are anticipating surprises as the Spirit guides us into fuller understanding. This is not opting for agnosticism, but for humility. It is, however, a bold humility—or a humble boldness. We know only in part, but we do know. And we believe that the faith we profess is both true and just, and should be proclaimed. We do this, however, not as judges or lawyers, but as witnesses; not as soldiers, but as envoys of peace; not as high-pressure salespersons, but as ambassadors of the Servant Lord.

Mirroring is a standard technique in sales to get exactly this effect. Here, the salesperson tries to copy the gestures, language, and facial expressions of his prospective client. If the buyer speaks very slowly and quietly, often scratching his head, it makes sense for the seller to speak slowly and quietly, and to scratch his head now and then, too.

شعر صاحبنا بأن ما بداخله واضحاً للطرف الآخر وسأل: هل أبدو يائساً إلى هذا الحد؟ أجاب الرئيس: كلا، تبدو كرجل إتبع الطريقة التقليدية للبيع الي أبعد حدودها

I never forgo that to be genuinely interested in other people is a most important quality for a sales-person to possess-for any person, for that matter.

Selling is hard to teach because it is about what exists in your head and what goes on in your whole life. The objective in sales becomes the same as that in the rest of your life, to respect others and do best for them. Then you don't have to be a salesperson about what you do. Selling becomes an activity consistent with who you are. (From Mrs. Shibata the top salesperson in Japan)

And those news reports - how exciting they were. Filled with all nature of criminal activity. Your neighbor could be a salesperson of illegal chemicals of recreation. Ordinary people would take life without the permission of society. Angry individuals would take possession of vehicles they didn't own, then lead law enforcement officers in dangerous pursuits on uncontrolled roadways.

Avery stiffened. “Yes?” Unconsciously he moved closer to Layanna, only to find that she had moved off and was inspecting the room. “May I be of assistance?” “Horax told me his friend was a doctor, but you ... didn’t you say you were a salesperson?” Avery adjusted his collar. “Ah, yes ... about that ...” The captain waved it away. “Save it. Tell me what the fuck happened here.” His eyes speared the wreckage.

When salespeople lead with their product or service, it is impossible to be perceived as consultants or trusted advisors. It makes it as clear as day that the salesperson believes the relationship and sale are centered on his offering, not the customer and its needs. It’s as if the salesperson is begging the customer to put his offering’s features and price on a spreadsheet to be compared against every competitors’ features and price.

I know personally how lonely and frustrating the life of a salesperson can be. When I started, I was as much a failure as anyone until I was able to get the proper training to ensure my success. At that time, I swore if ever I could share my success with others, I would do it with high quality and at an investment that anyone could afford. You may feel that I am trying to sell you something-—and that is true. I’m in the business of selling just like you. However, if you know something is good, you have an obligation to offer it to your client. My

The best salespeople are great relationship builders whose clients want to do business with them again and again. If you say no, they’ll ask your permission to check back with you in the future. If you say no to that, they won’t bother you again. They’re people who treat you with respect, people you’re happy to interact with even if it doesn’t make sense to say yes this time. The reason they don’t come to mind when you think of the archetypical salesperson is that interacting with a master salesperson doesn’t feel transactional. It just feels like a friendly conversation. And it is.

Why do prospects lie—consciously or subconsciously? One of the most cogent explanations I've heard comes from Seth Godin.1 He says that prospects lie because salespeople have trained them to, and “because they're afraid.” They have learned that when they tell the truth, “the salesperson responds by questioning the judgment of the prospect. In exchange for telling the truth, the prospect is disrespected. Of course we [prospects] don't tell the truth—if we do, we're often bullied or berated or made to feel dumb. Is it any surprise that it's easier to just avoid the conflict altogether?”​

At Bridgewater, criticism is encouraged, including subordinates criticizing superiors. Do any of your employees ever criticize you? All the time. Can you give me an example? I was in a client meeting with a big European pension fund that was visiting managers in Connecticut. After the meeting, the salesperson criticized me for being inarticulate, running on too long, and adversely affecting the meeting. I asked others who had been at the meeting for their opinions. I was given a grade of “F” by one of our new analysts who was just one year out of school. I loved it because I knew they were helping me improve and that they understood that was what they were supposed to be doing.

1. Did you conduct one-to-one meetings with each salesperson on your team? 2. Did you ask each of them how they like to be managed? Are they coachable? 3. Did you inquire about their prior experience with their past manager? Was it positive or negative? 4. Did you set the expectations of your relationship with them? Did you ask them what they needed and expected from their manager? What changes do they want to see? 5. Did you inform them about how you like to manage and your style of management? This would open up the space for a discussion regarding how you may manage differently from your predecessor. 6. Did you let them know you just completed a coaching course that would enable you to support them even further and maximize their talents? 7. Did you explain to them the difference between coaching and traditional management? 8. Did you enroll them in the benefits of coaching? That is, what would be in it for them? 9. Did you let them know about your intentions, goals, expectations, and aspirations for each of them and for the team as a whole? 10. How have you gone about learning the ins and outs of the company?Are you familiar with the internal workings, culture, leadership team, and subtleties that make the company unique? Have you considered that your team may be the best source of knowledge and intelligence for this? Did you communicate your willingness and desire to learn from them as well, so that the learning and development process can be mutually reciprocated?

1. No cold calling. Ever. You should attempt to sell only to warm leads. 2. Before you try to sell anything, you must know how much you’re willing to pay to get a new customer. 3. A prospect who “finds” you first is more likely to buy from you than if you find him. 4. You will dramatically enhance your credibility as a salesperson by authoring, speaking, and publishing quality information. 5. Generate leads with information about solving problems, not information about the product itself. 6. You can attain the best negotiating position with customers only when your marketing generates “deal flow” that exceeds your capacity. 7. The most valuable asset you can own is a well-maintained customer database, because people who’ve already bought from you are way easier to sell to than strangers.

Values constitute your personal “bottom line.” They serve as guides to action. They inform the priorities you set and the decisions you make. They tell you when to say yes and when to say no. They also help you explain the choices you make and why you made them. If you believe, for instance, that diversity enriches innovation and service, then you should know what to do if people with differing views keep getting cut off when they offer fresh ideas. If you value collaboration over individualistic achievement, then you’ll know what to do when your best salesperson skips team meetings and refuses to share information with colleagues. If you value independence and initiative over conformity and obedience, you’ll be more likely to challenge something your manager says if you think it’s wrong.

Now we're going to one of the coolest places in Florence." "Where's that?" "A pharmacy." "You're taking the princess to a drugstore?" "I said a pharmacy. Climb on." Profumo Farmaceutica di Santa Maria Novella is a pharmacy only in the ancient sense of the word. As soon as I saw and smelled what "pharmacy" it was, I recognized it as the origin of the exquisitely wrapped, handcrafted soaps, colognes, potpourris, and creams I had seen in their shop on New York's Lower East Side. But nothing could compare with seeing them in the frescoed chapel where thirteenth-century Dominican friars had first experimented with elixirs and potions. Centuries-old apothecary jars and bottles sat on the shelves of carved wooden cupboards that swept almost to the top of a high, vaulted ceiling. I walked slowly around the room, taking it all in, as Danny spoke to a smartly dressed salesgirl. "What an incredible place!" I sighed, walking over to stand beside him. "It's so beautiful." "Pretty special," he agreed, putting his hand high on my back and turning to the salesperson. "I think mimosa," he told her. "A very good choice, I think," she said, dabbing a small amount of mimosa eau de cologne on my wrist and then my neck with a delicate applicator. Danny bent forward so he could smell my neck, then stood back. He drew his eyebrows together and put his hands on his hips. "I definitely think that's you. First, you get this oddly enticing tart kick, then you detect the sweetness. It's a subtle sweetness- not overpowering, but definitely there." "Hilarious," I said sarcastically and kicked him playfully in the shin. "Then you get the kick again," he winced, rubbing his leg.

Once it happened…A gentleman carrying an infant was traveling from London to Bristol on a train. Another gentleman entered the compartment, dumped his two huge suitcases, and sat beside the first. As you know, Englishmen don’t immediately speak to each other. So, the first gentleman waited very politely for a while. Then he turned to the second passenger and said, “Looking at your suitcases, I presume you are a salesperson? I am also one.” The gentleman said, “Yes, I am a salesman.” Another genteel pause. Then the first passenger asked, “What do you sell?” The other replied, “I sell helical gears.” Another decorous silence. Then he asked the first gentleman, “And what do you sell?” He said, “I sell condoms.” Shocked, the second gentleman said, “You sell condoms and you are taking your son with you on your business? Is that appropriate?” “This is not my son,” replied the first passenger. “It’s a complaint from Bristol.

Gimmicks too often fail. Saying something of genuine importance and interest to the recipient usually succeeds. You say it with a headline. Yes, I am well aware that advertising has headlines and letters generally do not. However, successful sales letters do. It can go above the salutation or between the salutation and the body copy. It can be typeset in big, bold type while the rest of the letter has a typewritten look. Or it can be put in a “Johnson box,” a device presumably named after an inventor named Johnson, that looks like the one in the letter in Exhibit #8. What your headline says and how it says it are absolutely critical. You might compare it to the door-to-door salesperson wedging a foot in the door, buying just enough time to deliver one or two sentences that will melt resistance, create interest, and elevate his or her status from annoying pest to welcome guest; you've got just about the same length of time, the same opportunity. Exhibit #8 Johnson Box September 12, 2005 Mr. Horace Buyer President ACME Co. 123 Business Street City, State, Zip Dear Mr. Buyer: * * * * * * * * * * * * * * * * * * * * Your headline goes here. * * * * * * * * * * * * * * * * * * * * Body copy begins here and continues normal letter format.

In addition to his insight about making a positive difference, Peter Drucker had five other rules that are applicable for earning credibility. At first they may strike you as self-evident, even trite, but smarter people than I have had the same initial reaction and now are quoting them back to me on a regular basis. If you want to elevate your credibility, start by committing these Druckerisms to memory: Every decision in the world is made by the person who has the power to make the decision. Make peace with that. If we need to influence someone in order to make a positive difference, that person is our customer and we are a salesperson. Our customer does not need to buy; we need to sell. When we are trying to sell, our personal definition of value is far less important than our customer’s definition of value. We should focus on the areas where we can actually make a positive difference. Sell what we can sell and change what we can change. Let go of what we cannot sell or change. Each of these rules assumes that acquiring recognition and approval is a transactional exercise. Note the frequent reference to selling and customers. The implication is that we must sell our achievements and competence in order to have them recognized and appreciated by others. These Druckerisms not only endorse our need for approval, they emphasize that we can’t afford to be passive about it—not when our credibility is at stake.

Hey, can I help you—whoa!” As he wheeled around and settled into his attack stance, the black human salesperson jumped back and put his palms up. “Forgive me,” Xcor muttered. At least he hadn’t outed one of his weapons. “No problem.” The handsome, well-dressed man smiled. “You looking for something specific?” Xcor glanced around, and nearly walked back to that fancy stairwell. “I require a new shirt.” “Oh, cool, you got a hot date?” “And pants. And socks.” Come to think of it, he never wore underwear. “And undergarments. And a jacket.” The salesman smiled and raised a hand as if he were going to clap his customer on the shoulder—but then caught himself as he clearly rethought the contact. “What kind of look are you going for?” he asked instead. “Clothed.” The guy paused like he wasn’t sure whether that was a joke. “Ah . . . okay, I can work with non-naked. Plus it’s legal. Come on with me.” Xcor followed, because he didn’t know what else to do—he’d gotten this ball rolling; there was no reason not to follow through. The man stopped in front of a display of shirts. “So I’m going to go with the it’s-a-date thing, unless you tell me otherwise. Casual? You didn’t mention a suit.” “Casual. Yes. But I want to look. . . .” Well, not like himself, at any rate. “Presentable.” “Then I think what you’re going to want is a button-down.” “A button-down.” The guy regarded him steadily. “You’re not from here, are you.” “No, I’m not.” “I can tell by the accent.” The salesman passed a hand over the dizzying array of folded-up squares with collars. “These are our traditional cuts. I can tell without measuring you that the European stuff isn’t going to do you right—you’re too muscled in the shoulders. Even if we could get the neck and arm size right, you’d bust out of them. Do you like any of these colors?” “I don’t know what to like.” “Here.” The man picked up a blue one that reminded Xcor of the backdrop on his phone. “This is good with your eyes. Not that I go that way—but you gotta work with what you got. Do you have any idea of your size?” “XXXL.” “We need to be a little more exact.

The successful individual sales producer wins by being as selfish as possible with her time. The more often the salesperson stays away from team members and distractions, puts her phone on Do Not Disturb (DND), closes her door, or chooses to work for a few hours from the local Panera Bread café, the more productive she’ll likely be. In general, top producers in sales tend to exhibit a characteristic I’ve come to describe as being selfishly productive. The seller who best blocks out the rest of the world, who maintains obsessive control of her calendar, who masters focusing solely on her own highest-value revenue-producing activities, who isn’t known for being a “team player,” and who is not interested in playing good corporate citizen or helping everyone around her, is typically a highly effective seller who ends up on top of the sales rankings. Contrary to popular opinion, being selfish is not bad at all. In fact, for an individual contributor salesperson, it is a highly desirable trait and a survival skill, particularly in today’s crazed corporate environment where everyone is looking to put meetings on your calendar and take you away from your primary responsibilities! Now let’s switch gears and look at the sales manager’s role and responsibilities. How well would it work to have a sales manager who kept her office phone on DND and declined almost every incoming call to her mobile phone? Do we want a sales manager who closes her office door, is concerned only about herself, and is for the most part inaccessible? No, of course not. The successful sales manager doesn’t win on her own; she wins through her people by helping them succeed. Think about other key sales management responsibilities: Leading team meetings. Developing talent. Encouraging hearts. Removing obstacles. Coaching others. Challenging data, false assumptions, wrong attitudes, and complacency. Pushing for more. Putting the needs of your team members ahead of your own. Hmmm. Just reading that list again reminds me why it is often so difficult to transition from being a top producer in sales into a sales management role. Aside from the word sales, there is truly almost nothing similar about the positions. And that doesn’t even begin to touch on corporate responsibilities like participating on the executive committee, dealing with human resources compliance issues, expense management, recruiting, and all the other burdens placed on the sales manager. Again,

Dear Natalie, In a recent study conducted by jarodkintz.com, nine out of ten people were more likely to say yes when the salesperson wore pants. The curious thing is that the prospective customers were being sold a foreskin, and only one out of ten people actually needed to see the product before buying it.

EVERYBODY SELLS Nerds might wish that distribution could be ignored and salesmen banished to another planet. All of us want to believe that we make up our own minds, that sales doesn’t work on us. But it’s not true. Everybody has a product to sell—no matter whether you’re an employee, a founder, or an investor. It’s true even if your company consists of just you and your computer. Look around. If you don’t see any salespeople, you’re the salesperson.

Breaking down a huge question (“Do you know anyone we should hire?”) into lots of small, manageable ones (“Do you know anyone who would be a good salesperson in New York?”) garners us more, higher-quality referrals.

asked Thomas what his special technique for sales was as a kid. He said he didn’t have any. It was simply that “I was willing to be rejected. That’s what allows you to be a good salesperson. You have to be willing to be rejected.

When a customer gets many options to choose from, as a salesperson it’s your job to influence that choice.

Customers mentioning that they want to buy something from you, but still tell you there’s no real value in it; two things are happening: one they are bargaining, and two you have failed as a salesperson in creating the utility or need for your product.

1. What are the expected levels of performance? What are the expected attitudes or behaviors? How will we measure those? How will we know whether people are performing to expectation? What is the best practice? Let’s take a very simple example. How do you know if the salesperson is doing a good job in executing their deal strategy if you have no sales process, or incomplete/bad process metrics? Without these, you and they have no basis for knowing what great execution of a deal strategy is, so you have no basis for assessing an individual performance or coaching them.

There are just three fundamental problems common to every sales situation: 1. How to connect with buyers? 2. How to differentiate and show value? 3. How to get the deal closed?

Shawn Callahan, author of Putting Stories to Work,10 started his business storytelling company, Anecdote,11 in 2004. In those days, Shawn told me, you could hardly use the word ‘story’ in a business meeting without experiencing resistance.

However, let me reiterate that while this was happening, potential customers did not realize it. Never once did buyers blame their distorted view on their negative emotional states. Instead, they blamed the salesperson, product, service, or company. From their perspective, because they could not discern high levels of value, they believed there were none. By now it should be clear that emotional states dictate how buyers will respond to you and whether or not they will choose one direction or another.

The other important insight my research revealed was that the buyer’s decision to purchase is not made in response to the salesperson’s message after he has completed it, but rather throughout the salesperson’s message. Think about it like this: During the sale, potential customers are committing to or rejecting your ideas, statements of value, and recommendations. Then at the end of the sale, the results of this mental process are unveiled by whether they decide to purchase or not. In other words, though the buying decision may be revealed at the conclusion of the sale, it’s being cultivated throughout the entire sale.

A good salesperson doesn’t talk; a good salesperson listens

Another way to look at the business case is from a sales headcount perspective. What will deliver more return on investment: another quota-carrying salesperson or using that money to drive an initiative? These are the kinds of open and transparent conversations you want to have when discussing the business case. Make the ROI clear, and communicate it to all stakeholders. There is no reason to be shy about the business impact you expect to see. That is the ultimate tool to gain organizational buy-in for your top sales initiatives.

Set up committees that you can tap into when you have questions, and have a few salespeople on speed dial. As a salesperson, I care about closing more business with less work. Salespeople want shortcuts to success, and they want the secrets of success, now. Know this as you tailor your vision statement and business case and communicate value.

Salesmanship is usually the art of making it the prospect’s problem, the salesperson’s need or desire to earn money.

Feature dumps: I dislike them and so do buyers, but without an ample grasp of the problems your buyers face you will fall into this inept selling practice. Feature dumping is when salespeople blindly list the various features and benefits of their product or service in the hope that one may pique their potential customer’s curiosity. This does more harm than good, because even if one feature or benefit does kindle interest, the salesperson has also given the buyer numerous other reasons why his product or service is not a good fit.

The other important insight my research revealed was that the buyer’s decision to purchase is not made in response to the salesperson’s message after he has completed it, but rather throughout the salesperson’s message.

Their leadership team recognized how amazing this sales productivity number was to the company and ultimately to one of the factors that led to the acquisition by Verizon. I love this quote from Kelly: “We could close deals faster and bigger than our competition.” What sales leader, salesperson, sales manager, or chief executive officer does not want this too?

A choice architect has the responsibility for organizing the context in which people make decisions. Although Carolyn is a figment of our imagination, many real people turn out to be choice architects, most without realising it. If you design the ballot voters use to choose candidates, you are a choice architect. If you are a doctor and must describe the alternate treatments available to a patient, you are a choice architect. If you design the form that new employees fill out to enrol in the company healthcare plan, you are a choice architect. If you are a parent describing possible educational options to your son or daughter, you are a choice architect. If you are a salesperson, you are a choice architect, but you already knew that. There are many parallels between choice architecture and more traditional forms of architecture. A crucial parallel is that there is no such thing as a neutral design.

Nah-uh! Bad one!” everybody moaned. “No way,” said Frank. The note shot out of his mouth and landed smack-dab in the middle of Rocky’s desk. Slobber City! “Gross!” yelled Rocky. Mr. Todd passed out the quizzes. Mr. Todd cleared his throat. “Question number one: How many times did I wear a purple tie to school this year?” Everybody shouted answers. “Ten!” “Twenty-seven!” “One hundred!” “Four!” “Never!” called Jessica Finch. “Never is correct!” said Mr. Todd. “Number two: How long did it take our class to go around the world?” “Eight days!” said Frank. “Eight and a half days,” said Judy. “Too easy. Let’s skip ahead. Here’s one. This is big. Really big. We’re talking MUCHO GRANDE!” “Tell us!” everybody shouted. “Can anyone — that means YOU, Class 3T — guess what I, your teacher, Mr. Todd, will be doing THIS SUMMER?” “Working at the Pickle Barrel Deli?” asked Hunter. “I saw you there.” “That was last summer,” said Mr. Todd. “But this summer, if you find me, you win a prize.” “We need a clue,” said Judy. “Give us a clue.” “Clue! Clue! Clue! Clue! Clue!” yelled the class. “Okay, okay. Let me think. The clue is . . . COLD.” Mr. Todd hugged himself, pretending to shiver. “Brrr.” Jackson waved his hand. “Refrigerator salesperson!” “Snow-remover guy!” said Jordan. “Polar-bear tamer!” said Anya.

There I sat as my dad and the salesperson walked down the aisle. My dad seemed to take some particular interest in the video game that I had just been playing. Maybe interest is too weak of a word, because my dad became engrossed with the demo. I spent the next forty-five minutes crouched behind the boxes across the aisle, waiting for my dad to get bored and to move along. He never moved. Actually, it was pretty impressive how well he did on the game. In that time, he beat three levels and unlocked a few hidden treasures that I never even heard of. I’m starting to wonder if the reason why he’s always telling me to get off the video games is so he can play himself. The salesman urged him a few times to see other set-ups and even try other games, but my dad had none of it. He was like a man possessed on that controller. The whole time, my back was growing sorer from crouching under the shelf and my butt was starting to go numb. Finally, as it came closer to the time he had to leave to pick me up, he graciously thanked the salesman for his time. When they walked away, I burst out from behind the boxes ready to sprint. I needed to beat my dad outside, but the first stride I took sent me collapsing to the ground. Both legs were fully asleep! I shook them like crazy to get the blood flowing back into them. A man walked by with a frightened look on his face, shielding his young son from the sight of me. By the time I got my feet to stop tingling, it was too late. I ran to the front of the store just in time to see my dad get into his car. At that point, I should have cut my losses and admitted to the charade. At least this way, I would have had a ride back. But that’s not how it happened. At that moment, I was sure I could sprint back to the library faster than he could drive there. Three traffic lights stood in between Good Buys and the library. I was counting on a little help from the big Guy upstairs to make those lights red for as long as possible.

Books: people are conditioned to almost never throw books out. Big bonus points if it’s a book you wrote. Books are an amazing positioning tool and catapult you from salesperson to educator and expert authority instantly. I’m doing this right now with this book! :-)

Refusal is the biggest factor which leads to failure in sales. 1. Client’s refusal to buy. 2. Salesperson’s refusal to offer the product – based on their assumptions / beliefs that the customer won’t buy.

To be a successful salesperson never act like a salesperson, never force your targets on clients, it’s all about earning the trust by creating an impression that you are on their side.

The best playing ground for a salesperson is on the field and not in his office " -

should be seen as a credible peer by clients and prospects, not as a vendor, salesperson, or subordinate.  client

Flexible Business Systems

I created a letter campaign that opened with, “What would it be worth to your company if new employees made fewer mistakes?

First, let’s focus on those critical first steps. Define three steps for each dream that will get you closer to its actualization. Set actions—simple, well-defined actions—for now, tomorrow (complete before 11 A.M.) and the day after (again completed before 11 A.M.). Once you have three steps for each of the four goals, complete the three actions in the “now” column. Do it now. Each should be simple enough to do in five minutes or less. If not, rachet it down. If it’s the middle of the night and you can’t call someone, do something else now, such as send an e-mail, and set the call for first thing tomorrow. If the next stage is some form of research, get in touch with someone who knows the answer instead of spending too much time in books or online, which can turn into paralysis by analysis. The best first step, the one I recommend, is finding someone who’s done it and ask for advice on how to do the same. It’s not hard. Other options include setting a meeting or phone call with a trainer, mentor, or salesperson to build momentum. Can you schedule a private class or a commitment that you’ll feel bad about canceling? Use guilt to your advantage. Tomorrow becomes never. No matter how small the task, take the first step now!

Proxemics Proxemics is the study of how people use space. As a rule, people reveal how they feel toward each other by the distance they maintain between them. You can test this by observing people’s behavior in public. Where you place yourself in relation to others gives them direct information as to how you feel about them. Where they place themselves relative to you communicates a similar message to you. You can use this to understand the messages that others send to you, and to make sure that you in turn are sending appropriate messages to them. Different levels of physical closeness are appropriate for different levels of intimacy. Familiarize yourself with the four conversation zones listed below, and use the knowledge to interact more effectively: 1. Intimate distance: From actual touch to eighteen inches away. This distance is reserved for those people we are emotionally closest to. Sharing this zone is a sign of trust and an indication that one’s defenses have been lowered. When this zone is invaded inappropriately, we feel uncomfortable and threatened. It was the inability to recognize this distance that got Phil into trouble on his date with Carol. In dating, observing your companion’s reaction as you move into this zone is crucial. If you move within eighteen inches of your partner and he or she doesn’t retreat, it is an indication that the other person is comfortable. If the person moves away—even slightly—it is an indication that you have entered the intimate zone prematurely. If other indications suggest that this companion does in fact enjoy your company, continue to proceed. Most people will truly appreciate your ability to read them—much less awkward than having to discuss these things in the early stages of a friendship or potential romance! 2. Personal distance: Eighteen inches to four feet. This is the zone occupied by people who feel comfortable together. Eighteen inches is the distance at which most couples stand when in public, and the distance at which close friends might stand if they were having an intimate conversation. The far end of this range, from two and a half to four feet, is the zone beyond arm’s length. While this distance still indicates a reasonably close relationship, it is not nearly as intimate as the range of one and a half to three feet. 3. Social distance: Four to twelve feet. Generally the distance between people who work together and between the salesperson and customer in a store. The span of seven to twelve feet is usually reserved for more formal and impersonal situations. 4. Public distance: Twelve to twenty-five feet. The closer end of the span, twelve feet away, is what teachers usually use in the classroom. Anything further away suggests a lecture situation, in which conversation is almost impossible.

Don’t worry, it’ll work out.” Really? How do you know? It’s unbelievable. When your business partners tell you not to worry because “It’ll work out”—it’s not going to work out. You can’t just sit back and wait for life to happen because when you do, unexpected stuff usually happens. You have to be smart. You have to be prepared. You have to go in with your guns loaded and a well-devised plan of attack. I can’t stress this enough. When starting your own business, “winging it” is not an option. Repeat after me: knowledge is power. Why do you think it’s one of the most overused aphorisms out there? Because it’s true! If you are about to make a sales pitch to a customer and you ask your salesperson, “What’s the plan?” and he or she says, “Oh, we’ll wing it,” you’re in trouble. Anytime one of my guys said that, my stomach turned. It drove me nuts. I’d say, “We’ve got to know everything about this prospect. We’ve got to know everything about this company. Do your homework!” The more you know about a customer, a product, a market, or even an employee, the greater advantage you have. And I’m not just talking about business and sales; I’m talking about everything you do in this world. You can’t just wing it through life. You’ll never end up where you want to be if you don’t know where you’re going.

For a batsman or a bowler, the job never ends at just batting & bowling, it continues with switching the positions in time of need, the stand out players never limit themselves to their primary role but change their style of play as per the happenings in the game. Anyone can hold a bat or ball in their hand, only thing matters is how well you use these things to make your team win. Similarly, as a Salesperson - your job is not only to think as a salesperson, but also as a client, and sometimes also to make an unfavorable situation favorable by planting an idea in a client's mind & creating a need.

Buying & selling is not a process, but a story, the base of this story is “need”. Need arising out of necessity or a feeling to own / experience that product / service. The customer narrates the base (need) of the story, but how well the story develops is left to the storytelling (sales pitch) skills of salesperson, sometimes the storytelling leaves such an impression that the customer has no choice but to be a part of that story.

The beauty of the up-front contract is that it gives people that feeling—while the call is actually under the full control of the salesperson.

A successful Salesperson is not a person who gives the right answers, but the one who asks the right questions; sales is all about creating the demand, but we cannot do it by failing to understand the “Level of Need”. A buyer always feels comfortable when the seller understands the “Motive” and suggests the “Means”.