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Favorite Quotes 2012 pt.16

  • The more you sell with excitement and enthusiasm the more you are at risk of putting words into your customer's mouth, resulting in losing objectivity and trust.
  • The more you depersonalize your stake in the outcome of the sale, the more you increase the quality of the personalization of the sales engagement.
  • "It was very easy to sell when I did not have to. It became very hard to sell when I did have to," said a former mechanical engineer.
  • Traditional sales people start off a sales call in a very personable way, and end up being perceived as very impersonable due to lack of listening, questions and empathy.
  • Use your product expertise as a tool to be better informed and educated about your prospect, in lieu of them being better informed and educated about you and your solution.
  • Where there's smoke (problem indicators,) there's not always fire (actionable problems). The greatest obstacale to the discovery of problems is not ignorance, it's the illusion of knowledge.
  • "In a discovery, strategic sales call you are buying more than you are selling," says Marc Miller.
  • The better you get at scanning and screening for negatives (the customer's problems), the quicker you'll get to positive outcomes.
  • The non-selling posture positions for trust and access to information. Classic sellers position for product authority and solution superiority netting them resistance and annoyance.
  • We have a new generation of sellers who are impersonally super connected online, resulting often in them being super disconnected personally offline.
  • Most traditional sales people are simply adding to the noise with their pitches, instead of helping customers cut thru all the loud, indeciferable noise in the market.
  • Sales people better take part in the information economy, or they'll get taken apart by it. They need to reverse the flow of information from outbound to inbound, from qualifying their product to qualifying the customer's problems.
  • An entirely new narrative is taking place before our eyes and sales people are missing it. Customers don't need a product education they need a problem education.
  • The sales person who knows before the customer knows, knowns nothing at all. To achieve credibility of what you know it needs to be discovered by customers, not revealed by you.
  • In sales to win effectively you have to be willing to lose.
  • Great questions are as much a skill as they are a state of mind of having nothing to lose.
  • Strategic sales people control the customers buying experience by being real, authentic, forthcoming, transparent and trustworthy.
  • Stop being the energizer bunny. The energy of a sales call is upbeat and positive when it's all about you and your product, and it's empathetic, self reflective when it's all about the customer and their challenges.
  • The more you overwhelm with selling and telling, the more likely you'll be undrewhelmed by not selling.
  • The more customers trust you and value you, the less information they want from you.
  • Product sellers think they own their information, but it owns them because they mismanage it.
  • Listen and probe hard to make selling easy.
  • Your biggest competition is not direct competition, it is complacency, the status quo and ignorance.
  • The negatives of a customer's problem will drive more sales than the positives of a seller's solution.
  • You sell the way you are. If you buy cheap you'll be vulnerable to selling cheap. If it takes you a long time to buy it will generally take you a long time to sell. It's the nature of the beast.
  • The more you try to control the sales process and your customer, the more you'll in turn receive equal demands for control from them. Like attracts like.
  • It doesn't matter whether you have the greatest product since sliced bread. If your customer doesn't personally believe it, then you essentially don't have it. So which is more important, believability or product superiority?
  • Sales people relish being information gatekeepers, but all too often it only produces prospects who are vicious gatekeepers keeping sales people out. Is it possible to be an information gatekeeper in the digital revolution? Not!
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