Process & Method

Only managing the volume of a salesperson's pipeline is not always the best approach. If we have too strong a focus on driving these volume numbers, we risk sellers, either consciously or unconsciously, loading the number of deals to meet those metrics whether they be real deals or not, or whether they have the time to develop those deals or not.

The biggest secret to winning business is to ask for the business and the biggest choke-hold to asking, running in parallel, is fear.

Part of the sales challenge is to uncover objections, so you can try to dispel them. Raising objections on behalf of your prospects is either insanity or genius.

During your presentation dry-run, ask your colleagues to play the role of the customer. Every time you make a statement, particularly one which relates to your business or your solution, anyone in the room should be encouraged to hold up their ‘So What’ card,

Every sales person must personally 'own' and masterfully execute these 3 things if they are to succeed in high-value, or any form of business-to-business, selling - The Right Narrative, The Right Combinations and The Right Mindset.

Some salespeople when they feel they are not going to get the sale can get into the habit of offering discounts. When you are sold on the value, you won’t be discounting.

Sales and marketing people have been bandying around terms like Value Propositions, Unique Selling Proposition, Unique Value Propositions for decades. But, unfortunately, they still mean different things to different people. And they have been misused for too long.

You’re with a prospect and they have a need—yet they are saying your solution is too expensive. You’re concerned they will look elsewhere.

There’s great triumph in nailing an online meeting. It sets you apart from competitors, deepens credibility, crystallises value and builds relationships.

Once you have your general mindset under control, it’s time to look at how you prepare your week. Be organised, be clear on your structure, focus areas and priorities.