Stop Being a Salesperson

Written by Jim Logan


Continued from page 1

Corporate executives, business owners, investors, and senior management rarely have time for sales people; they always have time for businesspeople. The reason is businesspeople address issues of their primary concern – enabling business. Salespeople generally want to just talk about their products and services.

As a business owner or executive, which meeting would you welcome most: a conversation with a businessperson regarding growth and opportunity in your business or a features and functionality presentation about a product or service?

Jim Logan is founder of Accelerate Business Group, LLC, a revenue growth company. Accelerate Business Group partners with their customers to build revenue the only three ways possible - getting more new customers, increasing the value of your average sale, and getting more repeat business. Jim can be reached at http://www.jslogan.com.


Overcoming Barriers to Sales

Written by Richard Gorham


Continued from page 1

Behavioral Barriers

Behavioral barriers equal actions not taken or completed, which hinderrepparttar achievement of maximum results.

Behavioral barriers refer to an employee not completing critical sales management tasks as expected - despite having mutually agreed to do so.

Managers spend most of their time coaching to behaviors - working to increase results ofrepparttar 127123 mid-level and low-level producers.

Examples of behavioral barriers include techniques, strategies and skills such as:

Prospecting Profiling Telemarketing/scripting Overcoming objections Asking forrepparttar 127124 business Closingrepparttar 127125 sale Following up and managingrepparttar 127126 relationship

Leaders who are very successful in overcoming behavioral barriers follow this three-step approach in this sequential order:

- Managers must TEACH employees what behaviors (actions) are expected - Managers must COACH employees to build their confidence to master sales management behaviors - Managers must EXPECT and hold employees accountable for completingrepparttar 127127 desired behaviors on a consistent basis

Conceptual Barriers

Conceptual barriers arerepparttar 127128 absolute most difficult barriers to overcome.

Conceptual barriers arerepparttar 127129 barriers that are right behindrepparttar 127130 eyes, DEEP withinrepparttar 127131 brain. "Beliefs" which were planted at a very young age and re-enforced over a long period of time - which is why they are so hard to "dislodge".

Here are a few quick examples of conceptual barriers:

(Think back to your own childhood. Were you ever taught any ofrepparttar 127132 following rules?)

- Don't talk to strangers - It is impolite to talk about money - Never interrupt important people - Wait to be asked

Now think about what you are asking your sales people to do.

- Telemarket (cold call) - Profile/Prequalify based on ability to buy - Create new relationships

Do you see how many ofrepparttar 127133 things we were taught as children fly directly inrepparttar 127134 face of today’s daily sales management expectations?

It is no wonder why some folks have such a difficult time adopting certain routine sales management practices. They are quite literally "handicapped" by a belief system that limits their potential for success.

As a leader it’s your responsibility to approach performance issues with a clear understanding of these predetermined belief systems. Armed with this knowledge you can more quickly address issues in a way that can help bothrepparttar 127135 sales rep and your entire organization.

Richard Gorham is the founder and President of Leadership-Tools, Inc. His web site, http://www.leadership-tools.com is dedicated to providing free tools and resources for today's aspiring leaders. Offering high-quality tools in the areas of Business Planning, Leadership Development, Customer Service, Sales Management and Team Building.


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