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Favorite Quotes 2012 pt.8

  • Traditional sales people have borderline, product monomania. They have a product itch that they can't scratch away and it's infecting their results.
  • It's difficult to be perceived as delivering custom solutions unless you're first doing a custom, problem, discovery analysis.
  • "You sell your self best by not talking about yourself, but by talking about the client," says Charles Green.
  • "Talking about solutions minimizes customer's problems—it makes them hurt less," says Chris Mott.
  • "A fool tells (sells) you his reasons. A wise man persuades you with your reasons," Anonymous.
  • The heavier you sell, the less weight your words will hold, and the less you'll be trusted.
  • You need to create positive tension because the customer must feel comfortable with you in order for them to discuss uncomfortable aspects of their problems and business.
  • Instead of trying to have the customer feel good about your solution, first determine how bad they feel about their problem.
  • You need to deconstruct the customer's problem before you construct your solution.
  • Mainstream sellers offer a definitive solution that only needs to be explained and proven. Strategic sellers help the customer through questions explain and prove the value of their problems.
  • "The cure for pain is pain,"said the Persian poet Rumi. The cure for problems is going back to have customers reexperience and reassess them.
  • You are paid and rewarded to independently think and be impartial, not to think for customers and preach.
  • We see customers not as they are, but as we are, or as we are conditioned by the sales profession.
  • Analog connection is an antidote to net alieniation. Being personal in an ever depersonalized world is your sales differentiator.
  • Your access to the customer's insider information is the most precious commodity. Without it you are relegated to outsider commodity status.
  • In the information economy you need to be more problem literate than solution literate.
  • The true spirit of handling objections consist in building on your customer's perception not overcoming it.
  • Selling value-add is often valueless. Selling the value of the customer's problem often is very valuable.
  • Product pitchers are saying, I've got the perfect solution to a problem I have no idea you have, but am praying you recognize it and can act on it.
  • You need to get customers to believe in their problems before you get them to believe in your solution
  • Customers generally have to be convinced of the merits of change before they can be convinced of the merits of your solution. Most traditional sales people do the inverse.
  • Conventional sellers have perfected the language of ordinary selling (product pitching), at the expense of not perfecting the language of buying (customer's problems).
  • Help customers fish, don't give them bread (product fluff). When you help them think for themselves your ideas become a lot more original and creative.
  • Use less information to encompass more, because the less you sell and tell the more you know.
  • People don't buy because you're "likable." Sorry Facebook! Sorry Mark! However, what you can count on is if that they don't find you likable they will definitely not buy from you. Thanks Google!
  • Enthusiasm, excitement, and eagerness creates false value for the seller and very little for the customer.
  • Since customers buy intuitively and emotionally, you need to stop selling the positives of your solution, and focus on the negatives your customers are experiencing with their problems.
  • Do you want to persuade and convince, or have someone purchase from you? In order to do the latter, you need to do less of the former.
  • In the information economy prospects are not content with you being an information and content provider. What they want and what will differentiate you is being a context provider.
  • Because customers buy emotionally, you are paid and rewarded more for being a problem evaluator then a problem solver. Yet everyone is selling logically and rationally.
  • Very little reeks of futility and self-interest more than an information, product pitcher trying to sell a well-informed and well educated prospect.
  • The biggest problem in sales; sales people pretend they are convincing and persuading and customers pretend they are swayed, impressed and are going to buy.
  • Let your product speaks for itself through the quality of your questions.
  • The more inclinded you are to be emotionally connected to your product the less likely you will be to get your customer to connect to their problems emotionally.
  • Manage your emotions (your investment in the outcome of the sale), or they will manage and control you.
  • Most customers are frustrated because it is hard to determine if sales people are working for them, or just competing for their next paycheck.
  • Ironically, what you sell so often is incidental to what and if your prospect buys.
  • Sales people should seek first to be interested (Thought-provoking questions),before being interesting (Giving boring solutions).Conventional sales people do the inverse and only get conventional predictable results.
  • I have (product), therefore I am (valuable) is the way most conventional sales people brand themselves. Sales people are so checked in with themselves and their infomercials that customers invariably are checked out.
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