Quotes About Sales

The third way is to use certain key phrases that paint a picture that runs counter to the worries and concerns that a typical high–action-threshold prospect ruminates on. Some examples of this are: "I'll hold your hand every step of the way" … "We pride ourselves on long-term relationships" … "We have blue-chip customer service.

One of the key reasons why you want to always use a script for prospecting is that each industry has its own unique set of questions that need to be asked in a certain order. If you try to wing it—as opposed to having all your questions mapped out in advance, in precisely the right order—then the chances of you remembering all the questions, or asking them all in the right order, is slim

Narrowing your eyes even more while compressing your lips more intensely, if the above topic deals with one of the prospect's pain points. In addition, you'll continue to nod your head slowly while letting out the appropriate oohs and aahs to show that you actually feel your prospect's pain.

forward when you ask an emotionally charged question, and then continuing to lean forward while your prospect answers (while also using the active listening techniques I laid out above in number 3).

Remember, it's not the job of salespeople to turn nos into yeses; it's simply not what they do. Instead, we turn "Let me think about it" into a yes, and "Let me call you back" into a yes, and "I need to speak to my wife" into a yes, and "It's a bad time of year" into a yes.

You see, at the end of the day, objections are merely smoke screens for uncertainty for one or all of the Three Tens.

Front-loading is when you disclose all your major benefits right up front, which leaves you with nothing powerful to say to change your prospect's mind when they hit you with the first objection. This is one of the biggest mistakes salespeople make: they think they have to mention every single benefit when they make their initial sales presentation.

Practically speaking, the implications of this are staggering. After all, if you can lower a person's action threshold, then you can turn some of the toughest buyers into easy buyers—which is something that we do with great effect in the latter stages of the sale, and that sets up the possibility of being able to close anyone who is closeable.

become linked together in this way is referred to as setting an anchor. The most common state that salespeople will try to set an anchor for is a state of absolute certainty, and the most common anchor they'll choose to try to link it to is a combination of shouting the word "yes" and simultaneously clapping their hands.

In essence, pain creates urgency, which makes it the perfect vehicle for closing these tougher sales.

They tend to ask lots of questions that they seem to already know the answers to. They make it a point to kick the tires of whatever it is you're selling, almost to the point of over-kicking them. They let out a large number of ooos and aahs and yups, to reinforce the sense that they're genuinely interested. When asked about their finances, they either become boisterously overconfident or unnecessarily vague.

we don't leave a crucial outcome like honest communication up to chance. We ensure it by making it the sole responsibility of the salesperson, and then providing him or her with a bulletproof formula to achieve that outcome every time.

However, as powerful as the Straight Line System is, it completely breaks down in the absence of one crucial element, which is: You need to take immediate control of the sale.

So, all Bill has to do now is lay out a closing scenario, explaining the various steps that Mr. Smith needs to take to get the ball rolling, and then ask him for the order.

Identify the lookie-loos and the mistakes and remove them from your sales funnel as quickly as possible. Gather the necessary intelligence from the buyers in heat and the buyers in power, and then continue moving them down the Straight Line towards the close. Begin the process of turning the buyers in power into buyers in heat by amplifying their pain.

So, again, that's what's happening when you're directly on the straight line. You're the one doing all the talking, and your client is listening. And when you're off the straight line, but still inside the boundaries, right here and here"—I point to the spaces—"it's the prospect who's doing the talking, and you're doing the listening.

Okay, great," I continued. "The key here is that you always remember that rapport is not a constant; it goes up and down throughout the sale, depending on the following two things: "One, how your prospect thinks and feels about the last point you made; and two, his belief as to whether or not you are on the same page with him, in regards to that point.

To be clear, though, what I'm not talking about is that crazy brand of over-the-top enthusiasm, where you're yelling and screaming and flailing your arms about, as you go on and on about how amazing your product is. Not only is that completely ridiculous, but it's also the easiest way to get your client running towards the exit.

At the end of the day, it's these three distinctions—he cares about me, he understands me, and he feels my pain—that serve as the very foundation on which all rapport is built, and they come naturally to those who possess massive charisma. In fact, the power of charisma is so vital to a salesperson's success that it's almost impossible to find even a single top producer who doesn't possess it in massive quantities.

promise you that it's not. In fact, once you become even reasonably proficient with the Straight Line System, you'll be able to take any prospect, regardless of where they started off on the certainty scale, and move them to higher and higher levels of certainty with remarkable ease. It will simply be a matter of taking immediate control of the sale, and then moving your prospect, step by step, down the straight

Paying for partnerships This is different from revenue share. One company wanted us to pay $3,000 to get listed on their website. I told them I would pass. You should never have to pay for a partnership unless they are offering some developer support. How many visitors visit the site? How many converted to sales? If a partner needs your technology, then no fee is necessary. I would avoid these types of paid partnerships. I built a seven-figure company without paid partnerships.

Companies tend to sell on Amazon longer they stay with a 3rd party system integrator.

The pitch we used to convince companies to spend $50 million bucks for one of our planes was that it wasn't simply a means of transportation; oh no - it was 'a productivity tool'. It allowed an executive to make good use of his travel time and a relaxed and refreshed executive could seal the deal much more effectively than his travel-worn counterpart. Yeah, right. You can always justify any obscene luxury on the grounds of productivity...

If you think about it, shouldn't we be spending more money against qualified prospective buyers versus shots in the dark at bagging a random stranger? Of course we should. It's a complete no-brainer. (p. 8) ... Our cardinal mistake is to forget that it is these four simple truths (or metrics) that keep us in business: 1. Getting more customers to buy from us; 2. More often; 3. To spend more with us in the process; 4. AND to recommend us to their friends (p. 15)