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"Chase, Landy"
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Departmental relationships
Most of you in sales relish your role as soldiers on the front lines of business. After all, developing new client relationships -- and managing existing ones -- is an uphill battle. In most companies, the sales department has a poor, even contentious, relationship with the other departments with which it interfaces. Some of this friction is unavoidable, and has its roots in the different objectives that sales and operations typically have within companies. It is what is done, or not done, to control and minimize this friction that determines the basic work culture of most businesses. Unfortunately, too often this natural friction becomes greatly exacerbated by an atmosphere of mistrust and confrontation. You, as an individual salesperson, have both responsibility for, and control of, the quality of this relationship, and your personal success is greatly enhanced by being a good steward of the needs of your operations partners.
Magazine Article
Building a professional sales organization
The idea of \"closing\" has long been regarded as applying pressure to get a person to buy. This is complete nonsense, and there is no place for this definition of closing in today's business environment. The irony of \"closing\" is that good closing skills have nothing to do with being pushy. By properly and professionally leading a buyer through the selling process, closing becomes the easiest part of selling. In fact, if a salesmen just follows some fundamental steps of good selling skills, he might very well accomplish his objective. Specifically, he should: 1. Pre-qualify the appointment. 2. Conduct a needs analysis. 3. Customize his presentation. 4. Address the price issue properly. 5. Be gracious in losing the business.
Magazine Article
Sales and operations: can't we all get along?
In most companies, the sales department has a poor, even contentious, relationship with the other departments with which it interfaces. Some of this friction is unavoidable, and has its roots in the different objectives that Sales and Operations typically have within companies. It is what is done, or not done, to control and minimize this friction that determines the basic work culture of most businesses. Unfortunately, too often this natural friction becomes greatly exacerbated by an atmosphere of mistrust and confrontation.
Magazine Article
The myth of good closing skills
Good closing skills have nothing to do with being pushy. By properly and professionally leading a buyer through the selling process, closing becomes the easiest part of selling. The fundamental steps of good selling skills include: 1. pre-qualifying the appointment, 2. conducting a needs analysis, 3. customizing the presentation, 4. addressing the price issue properly, and 5. being gracious in losing the business.
Magazine Article
Suffering From \MAY BE-IT IS\?
You already know that most buying decisions are not made immediately after your presentation. Most people will not make an on-the-spot decision -- period. This is not an attempt to ruin your day, it is simply human nature, and it manifests itself in a number of ways. Contrary to what you might have learned at the last \"don't-take-no-for-an-answer\" sales seminar, they have every right to do this, and attempting to push them to act immediately is a bad idea. Whenever you are faced with a situation where the decision is not going to be made immediately, the first step is always to immediately establish a firm deadline for a decision. You have every right to do this. This is the type at situation where good follow-up is critical and well worth your time. Immediately after this meeting, send the person a thank-you in the mail.
Trade Publication Article
What is Your Integrity Worth?
Integrity in business is important no matter what you do for a living, but it is critical if you are in sales, because in your occupation, there are daily opportunities to be unethical if you so choose. Here is a good rule-of-thumb to use when you are tempted: if there is a dollar amount that would persuade you to be dishonest, that is also the value that you place on your business integrity. In closing, it has been the author's observation that this willingness to be unethical at work invariably is found in other areas of one's life, and that this is a trait that, overtime, can grow to the point that it knows no bounds. It doesn't take much to destroy your credibility. Value it for what it is, and do the right thing.
Trade Publication Article
When Persistence Becomes Stupidity
Sales people equate persistence with doggedly pushing on even when it is not productive to do so. They have bought into a myth that the sales profession could be considered a 'sacred cow': the simple idea that the harder you work, the more success you will experience. The author admires a strong work ethic in sales as much as anybody. What frustrates him is all of those hardworking, goal-oriented sales people who follow rules and work themselves to the bone while barely scratching out a living -- all in the name of working hard instead of working smart. In today's fast-moving, hyper-competitive business environment, the skills required for selling success have been turned upside down. Certainly, you still have to be persistent -- more so than ever -- to be successful in sales. However, you must also recognize the difference between \"good persistence\" and \"dumb persistence\".
Trade Publication Article
Online Bidding: A Bad Idea Whose Time Has Come
The author is hearing from several of his clients that some companies (or rather, the purchasing managers of some companies) have begun using a procedure known as \"online bidding\" to order products and services from suppliers. To those individuals who employ online bidding, the author submits the following points for their consideration: 1. By making your decision solely a matter of price, you show a flagrant disregard for the long-term needs of the individuals within your company who ultimately use the products and services that you have been entrusted to purchase. 2. You will quickly develop a reputation among quality, higher-end vendors as an undesirable account to do business with. 3. The quality of both the products you purchase and the service you receive will be a source of constant frustration to those within your organization who use them. 4. Because you show no loyalty to your vendors, you will receive none in return.
Trade Publication Article
