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Schneider Training Solutions, LLC | Portland, OR
 

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Sales Process

The STORY:

“You’re close to making the sale, but I have to talk with some other people,” said Mary, watching for the reaction from Tim.

“That’s good to hear,” responded Tim with a sigh of relief.

Quick! What is the best sales presentation you’ll ever give?

Were you stumped for a moment? Don’t feel bad. It was a trick question.

The STORY:
“I’m not worried about the Smitherington account going anywhere else,” proudly stated Jim at the monthly account review. “I’m the only one who talks Smitherington’s language.”

“You sure about that?” asked Ed, the sales manager.

When you know you’ve lost the business, what do you usually do?

We have all been in that position. We thought we had something. The deal fell through. We know it’s over. The buyer made a decision. We have to say something. The question is, what? There should be a go-to move in this situation, something we do consistently, as part of a process. So: Does that go-to move exist?

“Please just send me a better proposal, and when you do, give me your bottom line. I don’t have time to go back and forth. Just get me your best number.”

 

Getting an IOU for everything you do is as simple as telling the customer you expect one.

Have you ever had a selling opportunity that seemed to be headed toward a win -- and then lost the deal when you found out that you and the buyer had different ideas of what was really under discussion?

Video conference calls are now an integral part of many sales processes. That’s one legacy of the pandemic era that seems likely to be with us for a while. With that shift in mind, here are five videoconferencing best practices we see market leaders using to move the sales cycle forward.

 

George Carlin did a bit once about words that included the phrase, “it’s the context that makes them good or bad.” The bit *hasn’t* aged well, but his words are prescient when it comes to techniques learned in training.

 

The STORY:
Jim was on a roll. In the past five months, he had come from the bottom of the sales chart to the top. Everyone at the office was impressed. He was determined to stay number one. With this in mind, he decided that every client was going to receive additional attention at no charge. Stop in and visit them, see what “no-charge” help was needed and provide it. Let his clients know that he was available twenty-four hours a day, seven days a week.

One of David Sandler’s famous selling rules reads as follows: “Never ask for the order -- make the prospect give up."

At first, that instruction might sound confrontational . . . and perhaps even impossible. If you don’t ask for the order, how are you supposed to make the prospect give up? About what? And anyway, isn’t the first rule of selling supposedly “ABC -- Always Be Closing?"

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