Selling from your Heart

Written by Flo Schell, EdM, Certified Sales Coach

Continued from page 1

Step 5

Imagine Yourself Conversing with Exactlyrepparttar Type of Client you Seek. If you could talk with your Favorite Prospective Client, what would you like to find out about them? What would you like to share? How would you introduce yourself? What questions could you ask to put them at ease?

Step 6

Be a Conversation Starter. Remember, people love to talk about themselves. Ask an "open-ended" question. Listen torepparttar 127201 response. Listen some more. Come from curiosity. What does this person have to teach you? How might you two connect? What arerepparttar 127202 commonalities of experience? Is this someone you can help?

Step 7

Move it Forward. Are you eager to sharerepparttar 127203 "good news" about what you do with others? Are you excited about what you do? Are you comfortable in your own skin...even if it's new? Just be yourself. Share what turns you on. Tell a fun story. Moverepparttar 127204 relationship forward.

Step 8

Watch forrepparttar 127205 "Magic Click". Are you feeling onrepparttar 127206 same wave length with this person? Does it just feel good to talk with them? Do you want to know more? Isrepparttar 127207 conversation "flowing"? Enjoyrepparttar 127208 connection!

Step 9

Enjoyrepparttar 127209 New Relationship for What It Is Right Now. Be sure to be clear about what you do and why you love it. Invite your new acquaintances to "try you on"...through a sample or complimentary session. Nurture this new connection. Be there when they're ready to learn more.

Step 10

Be Ready for Them When They're Ready for You. Whenrepparttar 127210 time is right for them, be easy to find. Congratulate your new Client onrepparttar 127211 choice they've made to better their life. Build on this wonderful, new relationship. Strengthen it with intimacy, caring, and skill.

So this,my friends, is "Selling from your Heart". How much fun is this! You have opportunity after opportunity to connect with people, form new relationships, share your talents and skills and products, and help people to get what they need...exactly what you signed on for.

And don't forget to keeprepparttar 127212 conversation going for a long, long time. Ask your new Clients to give you feedback on howrepparttar 127213 process or service or product feels to them. When they're delighted byrepparttar 127214 results, ask them to spreadrepparttar 127215 good word through a Testimonial or other venue. If they forget, ask them again. Create a graceful ending when it is time for them to leave you. Keep in touch.

Are you ready to make "Selling from your Heart" a goal inrepparttar 127216 new year? I hope so. Your reward will be a Client Base that is suited to exactly who you are who will help you to market your products and services for a long, long time to come.

Happy selling!

Flo Schell, EdM, CSC is a Personal and Business Coach who specializes in helping Solopreneurs, Small Business Owners, and Helping Professionals find their unique "selling voice". Author of "Selling from your Heart", Flo has been featured in Success magazine and The Wall Street Journal for her "relationship approach" to selling. To learn more, please contact Flo at: 732-528-4385 or through her website at

Selling Against Goliath: How To Take On The “Big Guys” And Win.

Written by Dave Stein

Continued from page 1

Meeting—and defeating—Goliath’s challenges:

Here are some ways that a larger competitor might attempt to exploit your size, along with some potential considerations for handling those objections with your coaches and allies inrepparttar account:

üChallenge: The competition may question your viability torepparttar 127200 prospect. "What would happen to you, Mr. Prospect, if they were to go out of business or be acquired?"

Your strategy: Don't wait for this to happen, as it most likely will. You need a concise, compelling story, prepared in advance, that must be credibly and sincerely delivered by your most senior executives. Mitigating perceived risk is part ofrepparttar 127201 critical path to success when competing against a much larger rival.

üChallenge: The competition may attempt to expandrepparttar 127202 scope ofrepparttar 127203 evaluation into areas where you don't have a solution.

Your strategy: Alert your prospect in advance that this may happen. Praise their efforts in defining their requirements so well. Ask if they are prepared to haverepparttar 127204 scope of their initiative, project or investment substantially expanded.

üChallenge: The competition may attempt to impress your prospect with hordes of resources to demonstrate their prowess.

Your strategy: Again, prepare your prospect in advance that this may happen. Suggest that these firms make a lot of money and therefore haverepparttar 127205 ability to expend resources, in order to impress prospects to make a sale. If you know your competitor's bid will come in considerably higher than yours will, you may want to subtly suggest that using resources to win business may be a reason that their overhead is so high.

üChallenge: The competition may be willing to guarantee results in a way that you cannot.

Your strategy: Perhaps they can guarantee results, but at what cost torepparttar 127206 prospect? Educate your prospect thatrepparttar 127207 word "cost" in cost overrun does not only refer to what a customer pays a supplier. There are many other costs as well, including lost opportunity, customer satisfaction and employee retention to name a few.

How will you know in advance what your competition is going to do? Raise your competitive IQ. You do that by investingrepparttar 127208 time to aggregate and analyze past wins and losses against a few key competitors. When you do, you'll start to see patterns of behavior that individual companies andrepparttar 127209 people who sell for them use against you. Learning to build sales strategies based upon that information will you be able to begin to outsell your competitors on a consistent basis.

Rememberrepparttar 127210 two components. You'll be glad you did.

Qualification combined with strategic competitive selling does work, asserts Stein. As proof, he offersrepparttar 127211 following anecdote: “After confirming that size did not matter in a face-to-face meeting with a division president of a $5 billion corporation, my client,repparttar 127212 CEO of a $5 million firm, commanded that his team pursue a $2 million contract competing against a $750 million rival,” he says. “Now there is a David and Goliath scenario! I coached that sales team. Among other things, we dilutedrepparttar 127213 competition's apparent strengths and portrayed their large size as a liability, which in this case it really was.” “We outsoldrepparttar 127214 competition and wonrepparttar 127215 business,” Stein concludes. “And my client's company got a lot more to follow, because they did what they promised for their customer. Asrepparttar 127216 CEO related to me, elated with a contract five times larger than anything his team had secured up to that time, ‘the most important thing for me is that this process is repeatable.’ I think that makes a compelling case forrepparttar 127217 two components, and their critical role in smaller candidate’s success.”

Before founding The Stein Advantage, Inc., Dave Stein was employed in a diversity of executive sales and marketing roles. Dave consultants, coaches, speaks and trains on competitive sales strategies. He is author of How Winners Sell: 21 Proven Strategies to Outsell Your Competition & Win the Big Sale. Dave was an early adopter of technology and is a recognized expert on technology sales, marketing, and service. More info:

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