Trusted Seller Quotes

I know how to wait for clarity to emerge from chaos. I know what it is to trust in the power of the unseen.

Selling is a sacred trust between buyer and seller.

I was going to be in therapy for a long, long time. I wasn’t even a sentence yet. But I had some syllables, some new sounds. The first halves of the sentences I was accumulating were solid. I trusted them.

Trust does not emerge simply because a seller makes a rational case why the customer should buy a product or service, or because an executive promises change. Trust is not a checklist. Fulfilling all your responsibilities does not create trust. Trust is a feeling, not a rational experience. We trust some people and companies even when things go wrong, and we don’t trust others even though everything might have gone exactly as it should have. A completed checklist does not guarantee trust. Trust begins to emerge when we have a sense that another person or organization is driven by things other than their own self-gain. With trust comes a sense of value—real value, not just value equated with money. Value, by definition, is the transference of trust. You can’t convince someone you have value, just as you can’t convince someone to trust you. You have to earn trust by communicating and demonstrating that you share the same values and beliefs. You have to talk about your WHY and prove it with WHAT you do.

I’d set out to write a book about how we learn to trust our own experience in the face of confusion, doubt, and anxiety. What I ended up with is the story of how we love each other in spite of immense limitations

Craftsmanship cements a relationship of trust between buyer and seller, worker and employer, and expects something of both. It is about caring about the work and its application. It is what distinguishes the work of humans from the work of machines, and it is everything that IKEA and other discounters are not.

The idea that the web is empowering is just a bunch of rattling, chattering talk. Everything you consume online has been “optimized” to make you dependent on it. Content is engineered to be clicked, glanced at, or found-like a trap designed to bait, distract, and capture you.

The secret to getting deals is getting your buyer or seller to like and trust you as fast as possible. I have some awesome tips and techniques that you must know before ever taking another lead again.

Can you give us some examples of the intangible benefits being conveyed by a salesperson? Absolutely. Here’s a partial list of some of the things you might bring to the table in a sale: • Integrity • Honesty • Thought leadership • Competence • Confidence • Capability • Responsiveness • Accountability • Follow-through • Comfort level • Humility • Attitude • Vision • Being forthright • Humor • Knowledge • Experience • Expertise • Understanding • Empathy • Caring …just to name a few. Of course, I can keep going. A successful rep is also hardworking, diligent, well prepared, credible, purposeful, professional, relevant, and customer focused, rather than self-serving. Are these intangible benefits important in the strategic sales process? You bet they are! In fact, your ability to convey many of these qualities in a short period of time is likely to be the difference between gaining the customer’s trust or losing the sale. The challenge for sellers is knowing how to convey this much intangible value without trying to personally claim it.

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When eBay entered the Chinese market in 2002, they did so by buying the leading Chinese online auction site—not Alibaba but an eBay impersonator called EachNet. The marriage created the ultimate power couple: the top global e-commerce site and China’s number one knockoff. eBay proceeded to strip away the Chinese company’s user interface, rebuilding the site in eBay’s global product image. Company leadership brought in international managers for the new China operations, who directed all traffic through eBay’s servers back in the United States. But the new user interface didn’t match Chinese web-surfing habits, the new leadership didn’t understand Chinese domestic markets, and the trans-Pacific routing of traffic slowed page-loading times. At one point an earthquake under the Pacific Ocean severed key cables and knocked the site offline for a few days. Meanwhile, Alibaba founder Jack Ma was busy copying eBay’s core functions and adapting the business model to Chinese realities. He began by creating an auction-style platform, Taobao, to directly compete with eBay’s core business. From there, Ma’s team continually tweaked Taobao’s functions and tacked on features to meet unique Chinese needs. His strongest localization plays were in payment and revenue models. To overcome a deficit of user trust in online purchases, Ma created Alipay, a payment tool that would hold money from purchases in escrow until the buyer confirmed the receipt of goods. Taobao also added instant messaging functions to allow buyers and sellers to communicate on the platform in real time. These business innovations helped Taobao claw away market share from eBay, whose global product mentality and deep centralization of decision-making power in Silicon Valley made it slow to react and add features. But Ma’s greatest weapon was his deployment of a “freemium” revenue model, the practice of keeping basic functions free while charging for premium services. At the time, eBay charged sellers a fee just to list their products, another fee when the products were sold, and a final fee if eBay-owned PayPal was used for payment. Conventional wisdom held that auction sites or e-commerce marketplace sites needed to do this in order to guarantee steady revenue streams.

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I had acquired what, to my mind, is the most valuable success a writer can have—a faithful following, a reliable group of readers who looked forward to every new book and bought it, who trusted me, and whose trust I must not disappoint. —Stefan Zweig

Timing is a critical factor in every deal, and I knew that the time was right for my now historic speech:  The Tortoise Briefcase Address.  In a deadpan, matter-of-fact manner, I said, "Boys, there's no sense going around in circles all night.  It looks like we aren't going to be able work this deal out, so let's just write if off to experience.  Hey, it's not the last deal in the world." I then looked at Ernest and said, "Don't worry, I'm working on a lot of other properties.  Sooner or later, I'll come across a deal for you where the mathematics make sense."  I then turned to the Booze Brothers and said, "As to your properties, I've been talking to several other prospective buyers, and I think I can crank up some serious interest in the next couple of weeks."  (You can just imagine how happy Ernest was to hear that.) I then put my papers back in my briefcase, closed it, and snapped the latches shut—very slowly—one latch at a time.  Then I rose, smiled pleasantly, started toward the door, paused, glanced back over my shoulder, and, in the most cavalier manner, said, "Why don't you guys get some sleep.  I'll be in touch with you in the next couple of weeks." I was conscious of my every move and every word as I completed The Tortoise Briefcase Address in a style that rivaled some of the Booze Brothers' greatest performances.  I will always remember the distance—I was approximately three feet from the door—when Ernest and the Booze Brothers yelled out, in unison, "Wait!"  That was the most telltale word anyone had ever spoken to me.  That one word confirmed that I had been right all along—that this was the right buyer and the right seller in the right place at the right time. What Ernest had meant by that one word was that there was no way, after all the effort he had put into this deal, that he was going to miss the opportunity to propel his company into a significant real estate investment trust just because some real estate broker happened to be crazy. As for the Booze Brothers, the word wait was their way of saying that there was no way, after all the work they had done, that they were going to miss the opportunity to pocket more than $2 million profit just because some real estate broker was too stupid to understand the consequences of his actions.

Most buyers will go in aloof and reserved. They’ll shoot down ideas and inject cautionary responses at opportune times. They act like a conservative investor who must be convinced to be brought to the table, and if they do, their actions warn, it’s going to be hardball. This is not a trust but verify approach. It’s a prove it and then I’ll consider trusting you approach. There is a time to be a conservative investor during this process. This book, however, is not about how to become a conservative investor; it’s about acquisition entrepreneurship. Any acquisition will obviously include volumes of cautious investing analysis. Buying your first business is usually the largest investment you’ve ever made in your life and you will research accordingly. If there are snakes in the bushes, you will simply walk away later. The best buyers, however, understand that they too are entrepreneurs, just like the seller. The transaction will be completed within a few months after meeting the seller and then the buyer will be in the driver’s seat for the next four to forty years. Acting like an entrepreneur and not a venture capitalist during the interactions with the seller is the key to winning the seller over, getting the best deal outcome later, and behaving like the new CEO of the company—which you may or may not be, but that will be up to you and not them if you play your cards right.

Sales conversations are founded on “seduction”, a form of courtship a seller initiates in order to win the prospect’s trust in conversation before engaging into actual product selling. Marketing resorts to courtship as well when marketers gain their market’s attention with promises of a better future and more satisfactory situations. Whatever our role at work, we are all in sales and marketing, whether we like it or not. This is particularly true of technical performers who intend to hold a pivotal role for aligning technology with business needs. Mobile disposition in its higher form cultivates courtship essential for building strong and trustworthy relationships with other actors in a business enterprise.

Those who regard craft as a euphemism for elitism overlook the fact that craftsmanship need not be precious or effete; it can be practical, simple, an everyday thing: a well-made table, a sturdy chair, a butcher or tailor or travel agent who knows his or her business. A bricklayer or carpenter or teacher, a musician or salesperson, a writer of computer code—any and all can be craftsmen. Craftsmanship cements a relationship of trust between buyer and seller, worker and employer, and expects something of both. It is about caring about the work and its application. It is what distinguishes the work of humans from the work of machines, and it is everything that IKEA and other discounters are not.