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Favorite Quotes 2012 pt.2

  • Your product is what they get. Their problem is what they are paying to get rid of.
  • Most traditional sales people don't realize that the profession of sales is more about who you are and how you conduct yourself, than by what you say and the ideas you espouse.
  • Sales is all about give-and-take. When customers trust you they want you to take (get their information), and if they don't trust you they want you to give your information.
  • Strategic sellers start at the beginning where the customer's problem started. Product sellers start at the end where they want to place their solution.
  • Most companies unique selling proposition (USP) might as well be called their unique commoditization proposition (UCP) for what it's worth.
  • So often by engaging in the traditional act of selling we make selling (believable communication) so much harder and make ourselves so much less believable.
  • If customers don't value your questions more than likely they won't value your answers.
  • Some of the standard bearers of the sales profession that hold no value to clients; enthusiasm (false cheer), persistence (stalking), friendly demeanor. For most traditional sales people that's all there is.
  • 90% of the dead deals that you had a lot of confidence in the prospect was 100% logically sold on your offering and only 5% sold emotionally. Stop selling in a manner that is the exact opposite of how your customers are buying. Customers buy emotionally.
  • If customers trust you they will value you taking them through a rich, personal, emotional buying experience. If they don't trust you they will demand a fast, interpersonal logical exercise.
  • Use questions not to sell someone, but to assess if they're sellable.
  • In sales you need to make yourself equal and trustworthy before you can hope to make yourself compelling and different.
  • Great news! The more information you obtain from your customers about their pressing problems, the less information they will require from you to sell them.
  • Most conventional sales people will only hear and listen to sell, as opposed to listening to understand.
  • Customers learn more about you, your company and your value more through what you ask them than from what you tell them.
  • The greatest reward for listening is it allows you the right to ask more questions, not the right to talk (pitch and peddle your wares).
  • The force and power around the emotion of a client's problem is infinitely more important than the logic around their desire and need for opportunity and gain.
  • When someone is forced with a pressing threat or loss the need to get rid of it is far more urgent than caring what they gain as a solution.
  • The shortest distance to a sale is rooting out everything that is standing in the way of it as opposed to pursuing everything that supports it.
  • In order to learn what someone is moving towards (solution) you must first learn about what they're trying to move away from (problems).
  • Strategic sellers who are problem makers (assessing and finding latent and hidden problems) will outperform problem solvers.
  • Seeing and hearing is not believing. The best solution rarely wins. The most believable and trusted seller does.
  • Don't reject rejection. To deny it is to deny the lessons it can teach you. You need to confront rejection before you can move beyond it.
  • You won't find rejection and frustration in sales unless you go looking for it.
  • In sales we are only frustrated and discouraged by our own expectations, not by someone else's reactions and responses.
  • It's hard to feel rejected when you professionally disqualify your customer before they disqualify you.
  • Sellers who are not emotionally detached from results risk being either na├»vely living in a fool's paradise or becoming a cynic. Both are a form of hell no matter what your preference is.
  • Proactively taking personal responsibility for rejection in sales will do more to accelerate personal development and growth than any positive thinking and affirmations you could ever do.
  • Old-school; listening to earn the right to be heard. New school; listening to earn the right to understand. The act of wanting to be heard often tarnishes listening.
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