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Favorite Quotes 2013 pt.4

  • 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 sale.
  • The more you prematurely seek and presume agreement with clients, the more likely you will find hidden and silent disagreement later on in the buying process with them.
  • Most 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 of running of one's mouth.
  • The strategic seller's on-demand selling model: If there is no demand (no problems no $, no authority, poor timing) there is 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 essential 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 pass to find out the problems they're trying to overcome.
  • I have (product), therefore I am (valuable), is the way most conventional sales people unconscious 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 is to advise and counsel by bringing insight, context and perspective to your customer's challenges thru the quality of your questions.
  • When you do strategic selling, often you are more in a position of buying than selling. You're always trying to determine if you buy into the reasons your customer states as to why they'd want to change.
  • Too many product pitches are exercises in self-indulgence that customers ultimately don't care to indulge.
  • Your job is to tease information from your customers, instead of trying to pound it into their heads.
  • Instead of showing how happy your customer will be with your solution, let them explore, thru your questions, how unhappy their experience will be without it.
  • Most traditional sellers live for the day when they can shine by selling their stuff, instead of letting their clients have their day by simply buying.
  • The fact that you love to tell your sales story more than anything else should be a "real tell" and an "aha moment" that you customer has the same compulsion to tell their buying story.
  • Sales people spend so much energy telling clients what could be better before discovering what is not working.
  • Don't be afraid to be subtle, unheralded, understated and not playing all your cards. The client's cards are the most important ones.
  • You simplify the sales process by getting a lot of information and giving very little. Which is really the same as saying you're giving a lot in the sales process.
  • Using product language in the sales call pales to using buying language (problems).
  • The fact that you love to tell your sales story should be a "real tell" and an "aha moment" that your customer loves to tell their buying story.
  • Trigger raw unresolved emotions, instead of capitalizing on staid logical selling points. Exploit fear instead of optimism because clients hate to lose more than they love to win.
  • Strategic sellers meet reality, instead of trying to control it or manipulate it. Product pushers do the opposite with wretched results.
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