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Favorite Quotes 2011 pt.5

  • It's very difficult to get a lot of sensitive, proprietary and important client information without giving up control and being in charge in a sales call.
  • The biggest unrecognized and untapped door opener in sales is a bad client problem not a good seller's solution.
  • Often you'll find that the acceptance and the willingness to hear negative news is the shortest distance to positive news. It's hard to get unconditional yeses without making no available.
  • Premature problems beget and attract premature solutions.
  • The more product hard balls you throw at clients, the more they will throw curveballs back at you.
  • Big problem in sales; salespeople are so inclined to show their superior solution, without even a nod to understanding the customer's inferior problem.
  • In sales balance is everything. When sellers take positive things too personally they will tend also to take negative things too personally. As Ray Bradberry said, "You have to learn to accept rejection and reject acceptance."
  • The art of qualifying and disqualifying sells without trying too hard, while selling tries so hard without ultimately selling.
  • The true test of power and strength for strategic selling comes in the form of restraint, balance, neutrality and having no vested interest in the outcome of the same.
  • The more you prematurely seek and presume agreement with clients, the more likely you'll find hidden and silent disagreement later on in the buying process with them.
  • Most conventional sales people concern themselves more with providing a superior selling experience for themselves, over providing a superior buying experience for their client.
  • Selling is an impersonal process (it's just business) that sales people make too personal. The personal part of selling is the relationship, the impersonal part is the outcome. When you do not confuse the two, selling is so much easier.
  • Always find out what isn't working. Because if there isn't anything not working there's nothing to fix. And if there's nothing to fix, there's very little for you to sell.
  • Being more interested in what the client has to say than what you want to say is a great way to do pre-damage control in running one's mouth.
  • The strategic seller's on-demand selling model: If there's no demand (no problems no $, no authority, poor timing) there's no need to sell.
  • What goes around comes around. If you buy on price you will be vulnerable and susceptible to attracting like-minded buyers. How you buy is a function of how you will sell.
  • The despair of loss is rarely exceeded by the joys of gain. Pursuing prematurely your client's desire for gain, without exploring their problems, will only cause you despair and frustration.
  • Traditional sales people use enthusiasm to stir the emotions of their customer's interest in their solution. Strategic sellers use empathy to stir the emotions of their customer's concern about their business problems.
  • The unique selling proposition (USP) of most sales people is essentially all the same. They might as well call it their unique commodity position (UCP).
  • Approval seeking is a slippery slope, because the more you seek from customers, the less you are giving to yourself.
  • The primary problem with conventional sales strategies is everything hinges on benchmarks contingent on what the sales person brings to the table and not what the customer brings to the table.
  • In sales, to win effectively, you often have to know how to lose efficiently.
  • Your customer's future starts with their past. Most sales people start by trying to define their customer's desired outcome in the future without going back to their past to find out the problems they're trying to overcome.
  • I have (product), therefore I am (valuable), is the way most conventional sales people unconsciously brand themselves.
  • It's amazing how sales can appear ready-made when you focus on trying to find the right opportunities, instead of trying to make the right opportunities.
  • When you insist, customers are inclined to resist. When you start off a sales call all positive, optimistic and enthusiastic, clients will sometimes return the favor by being very negative, skeptical and reluctant.
  • Your point of influence is not to influence, it's to advise and counsel by bringing insight, context and perspective to your customer's challenges thru the quality of your questions.
Richard Farrell is President of Tangent Knowledge Systems, a national sales development and training firm based in Chicago. He is the author of the upcoming book Selling has Nothing to do with Selling. He trains and speaks around the world and has authored many articles on his unique non-selling sales posture.

Phone: 773-404-7915
EMail: rfarrell@tangentknowledge.com
Web: http://www.tangentknowledge.com