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Favorite Quotes 2014 pt.1

  • Strategic selling becomes so much easier when you buy into Blaise Pascal's style of communication, "People are usually more convinced by reasons they discover by themselves than by those found by others."
  • The Internet has marginalized the importance of sellers bringing information to the table. Your job is to use your information to help customers better understand themselves, not better understand your solution.
  • Customers remember more of how you made them feel, than what you said.
  • Strategic selling's greatest argument is prospects rarely lose interest when they're talking.
  • Traditional sellers are very anxious to show everything they know, and very fearful and reticent in finding out what they don't know. That's why they don't ask many thought- provoking questions.
  • For most information sellers the problem is with their product/solution (too much emphasis). Their solution, really lies with their client's problems.
  • Stop selling like it's 1999. Customers have Google to get their information.
  • The longevity of your problem discovery will enhance the brevity of your selling cycle.
  • "Buyers aren't buying the way sellers are selling," says Sharon Drew Morgen. Sellers are selling a logical, product justification and buyers are buying an illogical (emotional) problem justification.
  • "If you don't prioritize your prospects, they will end up doing it for you," says Bill Caskey.
  • Don't get excited about a prospect until they are agitated and worried about their problems.
  • When timing is right, selling is very easy. When it's not, watch out!
  • Self-fascination selling: Most sellers are more interested in what they're selling, than what their clients are buying.
  • Guard your time, because for every deal you're saying yes to, your're potentially saying no to a better opportunity.
  • In the information economy more customers buy than are sold.
  • Clients aren't predictably rational, rather they're predictably irrational. That's why they buy emotionally.
  • If you make it so important to make the sale, you often invite mistakes and suspicion.
  • There's a big difference between they should buy and they will buy and why. Most sellers just cover should and often don't get too "will buy."
  • We don't find our client's needs, because we are too concerned with our own.
  • High-value clients want quality time (thought provoking questions, understanding, empathy), yet we spend too much time giving them sales time (waste of time).
  • Your greatest point of influence in sales is to understand, not to be understood.
  • The more you look, feel, act, and behave like you're selling, the less chance you'll have of selling. The more you care about making the sale, the less clients are apt to care what you're saying.
  • Strategic selling is where wrongs (problems) are to be righted.
  • There has been more change in the last 10 years in the sales profession then in the last 100 years. However, most sales people are selling as if they were still in a quaint Norman Rockwell painting.
  • You need to be linear in strategic selling. Begin at the beginning (problems) and end at the end (your solution if appropriate).
  • Feature and benefit selling is like sausage making, it doesn't look very effective and appealing when you look at it closely.
  • What wins the day the most? Is it the best solution, or the worst problem? Is it a terrible problem, or a great solution?
  • Strategic sellers think of what questions to ask. Traditional sellers predominantly think about what selling points to make.
  • For most traditional sellers their solution is the problem. Their customer's problem, ultimately, will lead to their solution. Solution selling too often leads customers overstimulated and under-satisfied.
  • The negative importance of the client's problem is more important than the positive importance of your solution.
  • The best argument for problem-based selling; clients see themselves in their problem more closely then they see themselves in your solution.
  • The more clients trust you, the more they want you to listen and ask questions. The less they trust you, the more they want you not to listen and get out all your information and spray and pray.
  • The bottom line; most sellers don't listen and ask questions because they don't want to be unduly influenced by clients.
  • A surprising amount of strategic sales are made when you're not trying to sell. Likewise, many traditional sales are lost when sales people are so busy selling.
  • Do you want to sell, or do you want your customer to buy. We overestimate our ability to sell, and we underestimate the ability of the client to buy independently through the quality of our thought-provoking questions.
  • Most sellers spend more time qualifying their solution, than qualifying the customer's problems, needs, motivation, timing, authority, other alternatives, budget, and desire to change.
  • Conventional sales people spend more time trying to convince clients, instead of trying to get them to trust them.
  • Your product information is the medium, not the message. Use it primarily to get information, not give it. Use it to describe problems, not solution.
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