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Favorite Quotes 2010 pt.6

  • Your product is a highly honed question machine in search of client problems, instead of seller's solutions.
  • The more you feel it is important to put on a happy face and be enthusiastic when you're selling, the less likely you will be able to empathetically examine your customer's problems.
  • The more you talk about your solution, the more vulnerable you're to having your customer feel less hurt with their problems.
  • Your job isn't to fill your customer's cup with information. Your job is to empty it thru your questions.
  • A custom solution without custom questions is often a contradiction in terms.
  • Strategic sellers ask thought-provoking questions not because they don't know the answers, because their client doesn't.
  • High valued clients often have a "don't ask don't tell mentality." If you don't ask the right questions, in the right way, they won't give you the right answers.
  • Instead of singing the praise of your solution, let your customer sing the blues of their problems. If they're not unhappy you will be very unhappy.
  • Strategic selling is knowing when to cut your losses and when to pick your battles.
  • Features and benefits please the eyes (logic), but does very little to touch the heart (emotion) of your prospect.
  • Don't tout your value, demonstrate it thru the quality of your questions, not the quantity of your information.
  • In strategic sales it takes two to speak the truth and find the truth. The truth is all you have to influence. Spend 90 percent of your time on the customer's truth.
  • Since most sellers know more about selling than customers know about buying, they believe it gives them a free pass to always be selling. What they should be doing is always be trying to understand what the customer is really trying to buy.
  • Strategic sales people wake up customers with their questions about problems, whereas conventional sales people put customers to sleep with their selling points.
  • Bad news (client's problem) travels twice as fast as good news (our solutions).
  • Don't focus on your capabilities and deliverables like everyone else. Focus on the lack of capabilities your customer is having in delivering their goals.
  • Customers are more easily convinced to change by the depth of their problems than the heights of your solution.
  • If your customer is happy with their circumstances then try to make them unhappy.
  • If someone is happy and you try to make them more happy it's only going to result in an unhappy ending.
  • Your product is only as good as how bad your customer's problem is.
  • Product pushers and solution pitchers have to much to prove and very little to prove it with.
  • Traditional sales people are so busy selling dreams to customers who are more concerned in trying to minimize and escape nightmares.
  • Generally when customers don't trust you they want to limit the conversation to your business and your solution. If they do trust you they want to expand the conversation almost exclusively about their business. This is a great litmus test for trust.
  • Strategic sellers are short on punditry and product/solution speculation and long on problem identification and analysis.
  • The more you allow clients to explain and justify their problems the less of a standard your clients hold you to in justifying and explaining your offering.
  • The more inclined you're to undersell, the less inclined your customer is going to deceptively oversell their true commitment. Less bullshit by all parties serves everyone.
  • Always get customers comfortable giving you uncomfortable information. Uncomfortable information from customers is the key to success in sales.
  • Be bearish about customer's problems before you are bullish about your solution.
  • Often when you describe your solution it becomes a conversation stopper. When you describe the customer's problems it is often a conversation opener and enhancer.
  • Your client's history recedes into the past (problems) before it can be shaped into a solution to a problem.
  • Most conventional sellers are throwing their selling promise down the feature and benefit well (hell).
  • Feature and benefit selling might as will have been created by teenagers screaming me, me, me.
  • You have to break down your customer's problem before you can earn the right to build up your solution.
  • You and your solution are not the answer. You are the questioner to get customers to find their own answers.
  • Instead of trying to indiscriminately sell everyone, discriminately pick and choose who you're going to try to sell.
  • Finding what is right and then making it more right pales in comparison to looking for what is wrong and then making it right.
  • Sellers focus most their attention on talking about their solution because it's about them, instead of asking questions of their customers about their problems because that isn't about them.
  • Strategic selling isn't about appealing to what customers want or need as much as it is about appealing to what they don't want or don't need.
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: https://tangentknowledge.com