Urgency Sales Quotes

I knew and trusted the company (Vegas World). I liked the product (the Vegas World package). I believed the urgency-building story (only 1,000 Hawaiian vacations available). I found the premium exciting and desirable.

Et puis, le manque est arrivé, dans le moment où je m’y attendais le moins, il est arrivé alors que j’avais presque fini par croire à mon amnésie. C’est terrible, la morsure du manque. Ça frappe sans prévenir, l’attaque est sournoise tout d’abord, on ressent juste une vive douleur qui disparaît presque dans la foulée, c’est bref, fugace, ça nous plie en deux mais on se redresse aussitôt, on considère que l’attaque est passée, on n’est même pas capable de nommer cette effraction, et pourquoi on la nommerait, on n’a pas eu le temps de s’inquiéter, c’est parti si vite, on se sent déjà beaucoup mieux, on se sent même parfaitement bien, tout de même on garde un souvenir désagréable de cette fraction de seconde, on tente de chasser le souvenir, et on y réussit, la vie continue, le monde nous appelle, l’urgence commande. Et puis, ça revient, le jour d’après, l’attaque est plus longue ou plus violente, on ploie les genoux, on a un méchant rictus, on se dit : quelque chose est à l'œuvre à l’intérieur, on pense à ces transports au cerveau qui annoncent les tumeurs, qui sont le signal enfin visible de cancers généralisés jusque-là insoupçonnables, on éprouve une sale frayeur, un mauvais pressentiment. Et puis, le mal devient lancinant, il s’installe comme un intrus qu’on n’est pas capable de chasser, il est moins mordant et plus profond, on comprend qu’on ne s’en débarrassera pas, qu’on est foutu. Oui, un jour, le manque est arrivé. Le manque de lui. Au début, j’ai fait comme si je ne m’en rendais pas compte, le traitant par l’indifférence, par le mépris, je me savais plus fort que lui, j’étais en mesure de le dominer, de l’éliminer, c’était juste une question de volonté ou de temps, je n’étais pas le genre à me laisser abattre par quelque chose d’aussi ténu, d’aussi risible. Et puis, il m’a fallu me rendre à l’évidence : ce match, je n’étais pas en train de le gagner, j’allais peut-être même le perdre, et je ne possédais pas le moyen d’échapper à cette déroute et plus je luttais, plus je cédais du terrain ; plus je niais la réalité, plus elle me sautait au visage. Autant le reconnaître : j’étais dévoré par ça, le manque de lui.

The Ten Ways to Evaluate a Market provide a back-of-the-napkin method you can use to identify the attractiveness of any potential market. Rate each of the ten factors below on a scale of 0 to 10, where 0 is terrible and 10 fantastic. When in doubt, be conservative in your estimate: Urgency. How badly do people want or need this right now? (Renting an old movie is low urgency; seeing the first showing of a new movie on opening night is high urgency, since it only happens once.) Market Size. How many people are purchasing things like this? (The market for underwater basket-weaving courses is very small; the market for cancer cures is massive.) Pricing Potential. What is the highest price a typical purchaser would be willing to spend for a solution? (Lollipops sell for $0.05; aircraft carriers sell for billions.) Cost of Customer Acquisition. How easy is it to acquire a new customer? On average, how much will it cost to generate a sale, in both money and effort? (Restaurants built on high-traffic interstate highways spend little to bring in new customers. Government contractors can spend millions landing major procurement deals.) Cost of Value Delivery. How much will it cost to create and deliver the value offered, in both money and effort? (Delivering files via the internet is almost free; inventing a product and building a factory costs millions.) Uniqueness of Offer. How unique is your offer versus competing offerings in the market, and how easy is it for potential competitors to copy you? (There are many hair salons but very few companies that offer private space travel.) Speed to Market. How soon can you create something to sell? (You can offer to mow a neighbor’s lawn in minutes; opening a bank can take years.) Up-front Investment. How much will you have to invest before you’re ready to sell? (To be a housekeeper, all you need is a set of inexpensive cleaning products. To mine for gold, you need millions to purchase land and excavating equipment.) Upsell Potential. Are there related secondary offers that you could also present to purchasing customers? (Customers who purchase razors need shaving cream and extra blades as well; buy a Frisbee and you won’t need another unless you lose it.) Evergreen Potential. Once the initial offer has been created, how much additional work will you have to put in in order to continue selling? (Business consulting requires ongoing work to get paid; a book can be produced once and then sold over and over as is.) When you’re done with your assessment, add up the score. If the score is 50 or below, move on to another idea—there are better places to invest your energy and resources. If the score is 75 or above, you have a very promising idea—full speed ahead. Anything between 50 and 75 has the potential to pay the bills but won’t be a home run without a huge investment of energy and resources.

A high-morale sales team will passionately buy in to the company’s direction, programs, and policies. Its members will be confident in their future with the company. There will be an urgency to win every day. Team members will have quick response times, enthusiasm for the team’s mission, and urgency in acquiring knowledge.

Perfect balance in sales is combining sense of urgency to close deals with great patience to listen, understand and act in a customer's best interest.

In essence, pain creates urgency, which makes it the perfect vehicle for closing these tougher sales.

some of the most commonly taught sales ideas on topics such as prospecting, asking questions, presenting value, creating urgency, justifying cost, negotiating, and closing, all conflict with science. This is a serious concern, because science discloses reality. When salespeople sell against science they are inadvertently selling in ways that decrease their effectiveness.

Follow-Up Framework Opt-In: Offer a desirable bribe (also called a “hook” or “lead magnet”) in exchange for an email address (at a minimum). Hook Delivery: Deliver what was promised for the prospect opting in. Digital delivery can range from digital reports to emails to audio or video content. The benefit of digital delivery is that you can provide immediate gratification to your prospect and it’s free to send. Sellucation: Sellucation is selling through education. Each Follow-Up installment is an opportunity to address common questions, handle objections, and amplify the problem while presenting your solution. It’s education with the implicit intent of driving sales. Social Proof: Reiterating the social proof you presented in the Engage & Educate phase with testimonials, reviews, awards, partner logos, and case studies will enhance your credibility and build trust. Promotions: Offering free consultations, discounts, and other incentives can motivate your prospect to take action. Communicating an expiration associated with the promotion can create a sense of urgency that further persuades prospects to move forward.

The mission also has to be treated with urgency. There is a saying in sales that “time kills all deals.” Time is not our friend. Time introduces risks, such as new entrants. The faster we separate from the competition, the more likely we are to succeed. Urgency

The mission also has to be treated with urgency. There is a saying in sales that “time kills all deals.” Time is not our friend. Time introduces risks, such as new entrants. The faster we separate from the competition, the more likely we are to succeed. Urgency is a mindset that can be learned if it doesn't come to you naturally. You can embrace the discomfort that comes with moving faster instead of avoiding it.

In my experience, most sales shortfalls reflect either an inadequate product or a disconnect between the product and the target market. In other words, what you're offering doesn't resonate with the people you expected to like it. A strong product will generate escape velocity and find its market, even with a mediocre sales team. But even a great sales team cannot fix or compensate for product problems.

Data Domain, we didn't hire our first full‐time salesperson until well into my tenure as CEO. First, we had to establish a good product‐market fit before we could attempt to cross the proverbial chasm between early adopters and the mass market—a concept first described in Geoff Moore's book Crossing the Chasm. We weren't ready yet to establish a systemic, repeatable sales process that would yield consistent results.

Selling in these initial stages is more akin to business development than a defined, repeatable sales process. In a business development situation, every aspect is interpreted case by case, and we adapt to the circumstances at hand. Pricing and contract terms are flexible. Selling, by contrast, is a systemic, highly standardized process.

Not surprisingly, his answer was his sales team. The answer I was hoping for, however, was his leadership peer group, meaning his counterparts in engineering, marketing, finance, services, and so on, because that's the team that really runs any company. The sales team by itself is a just one silo within the bigger organization.

The tendency to focus on the positive comes long before the customer actually makes a purchase decision. Early in the sales process, for example, when sellers are trying to get to higher levels within the account, a salesperson might say, “Mr. Customer, I would like to get a few minutes with your CFO to show him how cost-effective our products are relative to increasing productivity and maximizing the return on your investment.” Sounds like a mini elevator pitch, doesn’t it? Here’s the reverse. “Mr. Customer, would it make sense to spend a few minutes and bring your CFO up to speed, so he doesn’t have a knee-jerk reaction and torpedo the idea?” In preparation for QBS training events, I always ask for a conference call to customize the material for the intended audience. But I don’t ask for a manager’s time so I can “understand their business and deliver better training.” Although these are positive benefits, they don’t necessarily create a sense of urgency. Therefore, I am more inclined to ask a vice president of sales for time on their calendar, “so we don’t completely miss the boat at the upcoming training event.” Both of these questions refer to benefits that would come from strategizing in advance. But how you ask does make a difference.

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.

Look it, Jack. While I appreciate the sentiment, we’re already pressed for time. You know our fundraiser’s just around the corner and getting her ready for sale’ll be a huge time zapper for us. And in the end, she’ll just be uprooted again.” “Let’s talk about this later. For now, let’s just get her settled in, fed and watered.” Mrs. M huffed slowly and rubbed her temple with the heel of her hand, as if already feeling the exhaustion of the job just by looking at the mare. “Okay, you girls, walk ’em both to the back barn and put ’em in the two empty stalls. Water them and throw them some hay. We’ll look at ’em later. When you’re done, can you finish cleaning the stalls in the main barn?” “Yes, ma’am.” Without even really thinking it through, a sense of urgency forced me to say, “Um, Mrs. M? If you wouldn’t mind, can I take her on as a project horse? You said she’d be a huge time zapper for you, time that you don’t have. I can take care of her, clean her up, as well as train her to ride and follow commands. Problem solved. Pretty please?” She sighed with her lips scrunched, hopefully seriously considering it. Even though I knew that was gonna be a monstrous job, I was so quick to volunteer because I honestly felt like I was the only one who truly got this horse and saw her potential. Everyone else just saw a headache and a big mess. She was counting on me, and I couldn’t let her down. “Maybe she’ll end up being an excellent addition to the program. You think?” “Oh, I really don’t think we can use her here, sweetie,” she mewed like I was so dumb and silly for even suggesting it.

Urgency is a good sales tool. Expiring bonuses, price increases, and time-sensitive offers are a few ways to create urgency.

There are 5 (+1) aspects of a tripwire strategy: 1. A simple product 2. A simple sales page 3. A pathway 4. Urgency—an evergreen timer 5. File delivery + payment processor 6. Retargeting ad *This is an optional step. It helps to maximize your sales but is not a must if you don’t have a budget for ads*

do not add headcount to regions where things clearly are not figured out. That's hoping and praying, not sales management.

you have a sales force that's stuck in the mud, don't just complain about the staff's failure to hit your targets and timeline. Ask lots of questions to figure out what's wrong.

A busy sales funnel boosts productivity and energy within a sales team,

Conversely, if you skimp on resources for lead generation, your sales reps will end up having only a couple of meetings a week.

You can't brute‐force a sales effort if the underlying conditions aren't in place yet.

Nothing is more indicative and predictive of sales results than quota deployed on the street. Quota is the level of sales dollars assigned to deployed sales representatives.

In a static, low growth company, increasing sales productivity is viewed as a positive development.

If there is one skill a sales manager must have, it is recruiting. It has to be done in‐house because recruiting is so core to successful sales management. Good sales managers are constantly hiring and firing, which helps them develop a clear sense of which candidates are likely to become gunslingers.

While technical support owns customer issues, sales own the customer relationship,

Trying to staff a whole sales team prematurely is a very common managerial mistake. So is failing to figure out what distinguishes top sales performers from weak performers

A strong product will generate escape velocity and find its market, even with a mediocre sales team. But even a great sales team cannot fix or compensate for product problems.

But I was feeling more urgency to find funding for my undersea robots, and I had a feeling that it was going to take all my sales skills and persistence—and a deeper entrée into the highly classified world of undersea warfare—to persuade Navy officials to help me with my Titanic dream.

To increase show rate, make sure that you only allow people to book appointments in a forty-eight-hour period (hence the rule of 48). It amazes me that I see calendars allowing people to book calls three weeks out to speak with them. You as a salesperson need to be speaking to people who have a sense of urgency. If you speak to someone who booked an appointment outside of a two-day period, chances are they miss the call or they aren’t really that serious about getting the support to get started.