A Revolulutionary "NEW" Dimensiom in Sales

Written by Linda Blew Carlson

Dear Ezine publisher,

Here is a brand new article by Linda and Art. You can berepparttar first to publish it. Sales and selling have become even more important in our business organizations. Justrepparttar 127224 sheer number of new books and articles demonstraterepparttar 127225 need to learn more about effective sales methods. Below isrepparttar 127226 article. As it says; "It is revolutionary!" Feel free to formatrepparttar 127227 article anyway that it best fits your ezine. Please let us know when you plan to publish it.

Dr. Tom Carlson (tomcarlson@styleworks4u.com)

A Revolutionary 'NEW' Dimension In Sales Make many more closings inrepparttar 127228 same amount of time!

By Art Nelson and Linda Carlson

Phase I

           Phase I: Learningrepparttar 127229 Product isrepparttar 127230 first thing Paul does as he begins his career in sales. This 'newbie' envisions three major factors that will determine his success or failure in sales. They are:

1. Knowledge of his product.  2. Knowledge ofrepparttar 127231 benefits that it offers to his prospects.  3. How well he communicates that knowledge and benefits to his prospects.

Most salespeople don't have a problem with product knowledge. The company usually spends plenty of time and money to assurerepparttar 127232 competence level of its sales force. So, Paul is fine at 1, 2, and since his mother said, "You can sell an icebox to an Eskimo," he figures he will do well at 3.

The problem shows up when Paul (now on his own) tries to share this knowledge with his prospects. He finds that some prospects get really 'turned on' byrepparttar 127233 product and its benefits; but there are other prospects that never seem to get interested or 'understand.' Talking to them is like "talking to brick walls."

He doesn't understand why every prospect doesn't insist on purchasing. He is warm and charming every time! It must berepparttar 127234 way he closes. There has to be a secret he needs to discover.

Phase II

Upon realizing this, Paul enters Phase II of his career: The Search For Enlightenment. The great question of a salesman's life haunts him on his prospecting calls. Inrepparttar 127235 face of obvious need, why doesn't my prospect buy?

"He needs this product. I qualified him carefully. Why can't I close him?"

So, Paul begins reading, listening to tapes, attending seminars, etc. for every gimmick that comes along promisingrepparttar 127236 "Secret of Closing."

Phase III

After a season of this, he enters Phase III of his career: The Stasis Of Superstition.

Paul (like most sales people) is making 2 or 3 sales for ten presentations. But since he really doesn't understand why he sells sometimes and sometimes doesn't, he "freezes" or "cans" his presentation. He is afraid to change it because he might mess up his success so, he playsrepparttar 127237 'numbers game.'

Paul falls into a pattern of expecting to close 'just so many' sales. No amount of reading, listening to tapes, or taking sales seminars changes his pattern for long. He is hoping to keep enough prospects onrepparttar 127238 line thatrepparttar 127239 ones he doesn't sell won't really matter. He'll still be a 'successful' salesman.

Are you making customers an offer they can’t refuse?

Written by Mike O'Riordan

I was reading an article in Forbes Global just before Christmas entitled ‘The Undeaded’. The article consideredrepparttar great number of software companies who have been losing millions of $ and eating into their cash mountains built up by raising equity funding inrepparttar 127223 late 90’s. The software industry is of great interest to me and this made me think aboutrepparttar 127224 strength of their Sales Propositions. Arerepparttar 127225 companies and their products searching for problems to solve? Are their propositions delivering real business advantage for their clients?

The issue of preparing and developing strong and robust propositions which deliver advantages torepparttar 127226 customer, is a common problem for companies and professional firms throughoutrepparttar 127227 land - and one not always well addressed.

The absence of a strong, coherent proposition which benefits customers is often one ofrepparttar 127228 weak links in building a successful and profitable sale and hence a viable business. A great deal of money is invested inrepparttar 127229 employment of salespeople,repparttar 127230 introduction of marketing programmes, networking and other ‘set piece’ events to generate interest in a product or service butrepparttar 127231 return on investment is dramatically reduced becauserepparttar 127232 proposition presented torepparttar 127233 customer is weak, misunderstood and lacks ‘beef’ and ‘sizzle’!

It’s like providing a mountaineer with eight days rations for a ten-day journey. He will run out of energy before he climbsrepparttar 127234 peak. This equally applies torepparttar 127235 businessperson who is unable to efficiently articulate his / her sales proposition with sufficient knowledge, empathy and understanding and consequently losesrepparttar 127236 sale.

The sales proposition must always be framed to meetrepparttar 127237 needs and wants ofrepparttar 127238 customer. [A quick working definition of these terms: ‘needs’ are logically-based requirements; wants are deeper, emotionally-based desires]. This is achieved first by asking in depth ‘open’ questions to discoverrepparttar 127239 needs and wants ofrepparttar 127240 customer. It is a great (but very common) mistake to launch into telling your potential customers your proposition before understandingrepparttar 127241 relationship between their needs and wants and your proposition.

What do I mean by proposition?

The proposition is built in detail by assemblingrepparttar 127242 features ofrepparttar 127243 product or service, together withrepparttar 127244 advantages these features deliver forrepparttar 127245 customer. The appropriate business advantages are listed alongside together with relevant proofs to supportrepparttar 127246 claim. The strongerrepparttar 127247 proofs are in supportingrepparttar 127248 advantages,repparttar 127249 strongerrepparttar 127250 proposition andrepparttar 127251 betterrepparttar 127252 impression made onrepparttar 127253 potential customer. With a thorough understanding ofrepparttar 127254 features, advantages and proofs associated withrepparttar 127255 proposition,repparttar 127256 easier it will be to askrepparttar 127257 right questions and discover whether your proposition matchesrepparttar 127258 needs ofrepparttar 127259 customer. There is a strong correlation between a successful sales result and a well constructed sales proposition, professionally delivered after (and only after)repparttar 127260 customer’s needs have been comprehensively understood and summarised.

Why not try this as a practical example?

Go to your local car showroom and show interest in buying a car and make a checklist to see if you are asked some ofrepparttar 127261 following questions. These questions should be asked byrepparttar 127262 salesperson before he provides you with any information or explanation as to his sales proposition.

·What do you use your car for? ·How many passengers do you usually carry inrepparttar 127263 car? ·How many miles do you expect to travel inrepparttar 127264 car per year? ·What’s your average journey mileage? ·What kind of things do you need to carry inrepparttar 127265 car? ·What performance are you looking for from your car? ·How important is fuel consumption to you? ·How important is luxury and comfort relating to your purchase? ·Who will berepparttar 127266 main driver ofrepparttar 127267 car? ·How important is reliability of service for you? ·Are there any other things I should know about regarding your planned purchase?

There are many other questions, which could be asked to find outrepparttar 127268 needs and wants but I do not intend to cover them all in this brief article.

Ifrepparttar 127269 needs ofrepparttar 127270 customer are to userepparttar 127271 car for pleasure, to travel 6000 miles per year with an average journey of 10 miles and to carry one passenger occasionally, then speed may not be so important but low fuel consumption and low cost insurance might be. With good questions he might ascertain thatrepparttar 127272 main user will be my wife. Comfort and good quality stereo together with a good security system might therefore be important. Can you see how by askingrepparttar 127273 questions you are building a profile ofrepparttar 127274 needs and wants ofrepparttar 127275 customer?

You are now able to ensure that when you ultimately present your proposition to highlightrepparttar 127276 features, advantages and proofs which matchrepparttar 127277 needs of your customer,repparttar 127278 proposition will become so much more meaningful and powerful in his eyes. Equally, in a worst case sense, if your product or service does not meetrepparttar 127279 requirements ofrepparttar 127280 customer you will at least gain credibility by recommending another company or product.

My experience of visiting many car show rooms with my wife last year was not good. The salespeople asked very few questions. They supplied brochures, price lists but, critically, paid little attention to my wife who wasrepparttar 127281 decision maker in this purchase as she was to berepparttar 127282 main driver ofrepparttar 127283 car. (This of course raisesrepparttar 127284 subject ofrepparttar 127285 decision making process itself but we will leave that for another day). What’s your experience of buying a car?

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