Vol. 1 - EyesOnSalesThe 10 Biggest Referral Mistakes Salespeople Make C.J. Hayden: Seven Easy Steps to Follow up by Phone Andrea Nierenberg: Non-Stop Networking Jeb Blount: ... this

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© Copyr ight 2008, Landsl ide Corporat ion Al l R ights Reser ved Park West Two | 2000 Cl i f f Mine Rd, Suite 200 | Pittsburgh, PA 15275 | www.landsl ide.com | 1 .866.450.8522

Bill Caskey:How Can I Regain Control of a Sales Process That’s Out of Control?

Jeff Thull :How to Prevent 11th Hour Negotiations

Jill Konrath:Why I Hate Closing Techniques

Keith Rosen :Opening Closed Doors

Paul Cherry:Qualifying Questions Lead to Quality Sales

Paul McCord :The 10 Biggest Referral Mistakes Salespeople Make

C.J. Hayden:Seven Easy Steps to Follow up by Phone

Andrea Nierenberg:Non-Stop Networking

Jeb Blount: Bad Sales Habits Die Hard

Linda Richardson:Be a Closer











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These articles, compliments of Landslide Technologies, Inc., are brought to you from EyesOnSales.com.

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removes data entry burden from the life of the salesperson. Landslide product line maximizes salespeoples’

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demo of Landslide visit: http://www.landslide.com/demo/.

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http://www.landslide.com/demo/











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How Can I Regain Control of a Sales Process That’s Out of Control?

By Bill Caskey

I got this question from one of my clients last week. The more I thought about it, the more I realized that

this is a common problem for sales professionals--especially in complex (long) selling cycles.

Let’s start at the top. You are in sales to solve problems. The solving of your customer’s problems will pay

you GOBS of money (more money than merely ‘selling them stuff’ will). You must recall that there is a

natural order to life in sales.

Problem. The Process. Then Product.

When you begin a process, the customer problem should be at the top of the agenda. Every time you

meet with your prospect, you start with “can we review the pain?” . Maybe not those exact words, but you

get the idea).

The reader’s conundrum comes later in the sales process when things drag down--momentum gets

lost. Here’s the revelation: The velocity is lost because the original problem has worked it’s way down the

priority list. It’s nowhere on an agenda. It’s not top of mind anymore.

In fact, I’ve seen sales processes that get bogged down--and when I ask the seller, ‘when’s the last time your

reviewed the customer’s problem?’ they say, “not since the first call.”

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Hmmmmm. Something odd going on here.

The main reason you’re going through all of this work is not even talked about

anymore???!!! Lesson: You must keep going back to the original reason--the

primary purpose of the sale. Revisit the pain, often.

They Won’t. You Must.

But the prospect won’t do this on his/her own. You’ve got to do it. So that was my

answer--unglamorous as it was. No cool, one-liner. I didn’t even resurrect the late

60’s sales move of, “if I could show you a way, would you buy today?” Just plain talk

about what’s really happening.

To read more sales articles by sales experts like Bill Caskey, visit EyesOnSales at

www.eyesonsales.com











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How to Prevent 11th Hour Negotiations

By Jeff Thull

One of the enduring myths of negotiation is that it is back and forth struggle with your customer that

occurs in the final stage of the sale, the “close.” Negotiation, at its best, is comprised of open, honest and

straight-forward communication based on mutual respect and mutual trust.

When you recognize it in this form, it begins with the very first conversation and is continuous throughout

the relationship. We refer to it as the “diagnostic process.” When you are using this process, there is no need

for high-pressure, last minute bargaining, there are few, if any, objections and there is no need for “arm-

wrestling” in the eleventh hour.

This is difficult for salespeople to grasp. “What? No objections?” “No negotiating?” “No closing?” Please note

that I’m not saying “no negotiating.” I’m saying no negotiating in the 11th hour. Negotiation takes on a new

definition in the diagnostic process, which centers on clear and precise communication and collaboration

- a continual series of “mutual agreements and understanding.” A collaborative approach eliminates the

dependency on traditional closing and objection handling skills. By the time a customer receives your

proposal, you and your customer have come to common conclusions and understanding of all the key

elements that would otherwise be subject to objection or negotiation when there are surprises in the 11th

hour. You will have agreed on the nature and financial impact of their problems, your mutual expectations,

the financial value of that solution and the selection criteria for a high-quality solution. In short, the

customer has agreed to each element of a quality decision process and is not seeing any new “terms” in the

proposal with which to have a reason to object.

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Let’s take a deeper look at this quality decision process. The first decision element

revolves around the customer recognizing that they are experiencing some

consequences due to the absence of the value your solution could provide.

Consider a feature of your solution that you believe to be one with the most value

and strongest competitive strength. Ask yourself, “What would the customer

be experiencing without this feature? What would they physically be able to

see in their business that would show you and them that they are experiencing

the absence of this value?” Think of yourself as a doctor. You are looking for

the symptoms of the absence of business health in your patient. Relative to

negotiations, the symptom either exists or it doesn’t. You and your customer will

reach agreement on that quickly and if the symptoms exist, you move on to the

next decision, “What are the consequences of the symptoms?” or “How bad is it?”

The next decision revolves around determining the financial impact of the

problem. It is important to bring your customer a process that will guide them

through measuring the financial impact of their problem, just as a doctor brings

the capability of running tests to determine the extent of the symptoms. We

refer to this as the “cost of the problem.” If you don’t have a cost of the problem,

there isn’t a problem. In other words, if you can’t help your customer measure the

financial impact of the problem your solution will address, they will be unable to

measure the value of your solution, likely not want to buy your solution at all and

very likely not want to pay the price you will ask.

When the cost of the problem is agreed on, the next decision for the customer is,

“Is this bad enough to take action?” When the customer compares this problem

and its costs to other problems they have or opportunities they have to invest in,

where does this one stack up on the priority scale?

When these decisions are mutually agreed upon, we have “negotiated” away

a high percentage of the objections we would traditionally hear and those

that might lead to a “no sale.” A large number of objections occur because the

customer receives a presentation or proposal before these decisions are made, a

“pre-mature proposal.”

Think about it - how many times have we given a customer a proposal before they

decided they really had a problem? They were only “interested” in the solution we

had. How many times have we given a proposal to someone who said they had

the kind of problem we solve, but they did not know how much that problem

was costing them? Finally, how often have we given a proposal to someone who

had the problem, but had not decided that it was a top priority to address?

When these decisions are made, the customer has decided to take action. And

it’s now time to co-design a solution. There are four main sets of decisions to

be made regarding the design of the solution. “What does the customer expect

the results to be if they go through the effort and expense of addressing this

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problem?” “What do they want their situation to be after a solution is in place?”

“What is the best alternative or approach to achieve these expectations?” “By how

much will the solution reduce the financial impact of the problem?” and “How

much money should I invest to make these expectations occur?” Finally: “What do

I need to measure and compare to ensure the solution will work?”

These decisions are made in such an order that each decision provides a

foundation of information that supports the next decision and enables the

customer and yourself to make each decision with confidence. Each decision

creates a clarity that precludes random “objections” from popping up at the last

minute. The key to successful negotiations is that each party is well informed

and understands their respective mutual interests. You are working towards an

equitable exchange of value and a continuing relationship. When you reach

agreement on each critical point of the exchange, as each emerges during

the decision process, you have brought great clarity to the relationship. The

foundation of the diagnostic approach is that it is easier to reach clarity and

agreement on many small points, than a single summary of all those points.

If you pattern your sales approach after a quality decision process, rather than a

sales process, you will be able to stay away from “pre-mature presentation,” and

most likely you will not be a victim of those 11th hour negotiations.

To read more sales articles by sales experts like Jeff Thull, visit EyesOnSales at

www.eyesonsales.com











Why I Hate Closing Techniques

By Jill Konrath

“My salespeople need to get better at closing,” the Vice President of Sales said to me shortly after I arrived in

his office.

If I’ve heard that line once, I’ve heard it a hundred times. Despite being on an important sales call, I couldn’t

help but cringe. You see, I will never, ever train people on closing techniques if they sell to the corporate

marketplace. Why not? When you analyze what happens when you teach sellers how to be great closers,

you’ll understand my perspective.

So right now, I want you to imagine yourself as a decision maker in a large organization. Perhaps you’re a

manager or even an executive.

You agree to meet with a seller who’s been trying to set up a meeting with you for several months. When

she mentioned the business results her firm was achieving with your competitor, you decided it was time

to learn more.

But you’re still a bit leery. You’re absolutely swamped with a workload that’s so big you can’t seem to get

out from under it.

After a 10-minute discussion with her, you start to notice that nearly every other sentence ends with a

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question: “Don’t you agree?” or “I’m sure you’ve experienced that?” or “Is that true

here?”

(Because she’s been trained to “always be closing,” she starts using the “Constant

Close Technique” right away. This method is designed to get your head bobbing

up and down. The more “yeses” you say, the easier it’ll be for her to get your

business.)

After sharing a bit more about her offering, she begins to implement the “Little-

Decision Close” by asking:

Do you usually start out with weekly or monthly orders?•Can you get this through purchasing fairly easily?•Do you agree that this methodology would be helpful?•

(By getting you to agree to small things first, she’s warming you up for the big

close.)

Inside, your head is spinning and these thoughts are racing through your mind:

“I’m not ready to get started on anything right now. I’m just learning. Besides,

I don’t know if it’s even worth it to make a change. Shoot, it could be really

disruptive right now with all the new initiatives going on in our company.”

But the sales rep persists. She’s really good at closing. She moves into the “Assume-

the-Sale Close.” With a winning smile on her face, she says to you, “We can get

going on this by mid-month.”

If you’re normal, by now you’re feeling a little pushed - or maybe even a lot

pushed. You’re not ready to make any kind of decision on the spot like this. Who

does she think she is???

Trying to politely get out of this mess, you ask, “How much money are we talking

about?” No matter what she says, it will always be too much!

When you tell her that, she chimes back in with the “Better-Act- Now Close”.

Petulantly, she looks at you and says, “We’re really busy right now. So many people

are ordering. If you don’t go ahead right now, I have no idea how long it will take

or even if the pricing will stay the same. I’ve heard it’s going up.”

You tell her you’ll have to take your chances, because it’s out of the question for

you to make decisions so quickly.

Not to be deterred, she comes right back at you with her best “Referral Close.”

Pulling a list of testimonials out of her briefcase, she lays them in front of you

one-by-one.

“Look at all the great companies who we work with,” she says. “They love us. We’ve

done great things for them.”

Glancing quickly at your watch, you say, “I’m sorry. I have to run to a meeting right

now. Thank you so much for your time.”

“If you act now, we’ve got this great promotional offer,” she says using her best

“Last Ditch Close”. “We’ll throw in 20 hours of free training and a new iPod.”

Enough already! At this point, all you can think about is, “Get this woman out of

my office.”

§

That’s what happens when you train someone on closing skills. They close and

they close. At the same time, they tick off their prospective customers royally.

Whenever someone talks to me about their salespeople needing to be trained on

closing skills, I have to redirect their thinking.

The inability to close is a direct result of poor needs development. It is the

symptom of the problem, not the actual problem itself.

The very best salespeople don’t employ any special closing techniques at all.

They simply focus on understanding their customer’s business and helping them

achieve their desired outcomes.

Instead of talking about their product or service, they ask a ton of questions. They

keep their focus on their prospect’s business challenges and the gaps that need to

be closed to achieve their objectives.

Then, knowing that corporate decisions take a while to make and often involve

many people, they simply suggest the logical next step.

So please, don’t talk to me about your salespeople needing to improve their

closing skills. I can’t help you with this.

If they’re selling to big companies, the more they close, the less successful they’ll

be.

To read more sales articles by sales experts like Jill Konrath, visit EyesOnSales at

www.eyesonsales.com

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Opening Closed Doors

By Keith Rosen

You are ready for a spectacular year. The resolution has been made to strengthen your business

relationships, attract more customers and advance your career.

You began reviewing the list of prospects who said “No” to you in the past. Sure, they may have turned you

down before, but you know that change occurs throughout the year - in the economy, in technology and

in your prospects’ business. If your approach is merely to “touch base” and see if they are in a better position

to make a purchasing decision, you have the same “plan” as every other salesperson.

Before making your next contact, spend some time evaluating the history of the account. Chances are,

there were things you missed during your initial interaction that cost you the sale. Uncovering these areas

you need to strengthen, realigning your thinking and then developing a unique strategy to follow will

enable you to create new possibilities with past prospects. Here are a few ideas:

Determine why they really didn’t buy. 1.

This is better done immediately after you are turned down, but it’s also a good way to get back in front

of someone. The key is to get your prospects to speak with you openly. This can be difficult, since many

prospects feel the need to disguise the truth in order to avoid “hurting your feelings.” Instead, they use

generic reasoning, such as “high price, no need to change current vender, no budget available or bad

timing.”

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Uncover the real reason by asking questions about their goals this year,

problems they are facing with their current vender, product or service, etc.

This often leads to a conversation about the potential purchase of your

product/service that you would never have opened up otherwise. Ask

questions such as, “If you could create the ideal (solution/product/service),

what about your current product/service would you like to improve or

change?” Or “What solution would my product/service have to offer that

would motivate you enough to explore working with us?”

Do your homework. 2.

It isn’t enough to simply understand the problem and provide a solution.

Anticipate your prospect’s future needs. Where do they rank within their

respective industries and how does that compare to past years? What

changes are expected for their industries? Will the economy or technology

have an effect on their businesses? What are some of the problems they will

face this year? How will utilizing your product/service help alleviate these

issues? Read up on press releases, annual reports or articles on the company

that you’re calling on. If you want to create a new purchasing opportunity,

determine your prospects’ current as well as future needs-- needs that your

prospects may not even be able to identify themselves.

Get their attention. 3.

What is the prospect’s primary motivation to listen to you another time?

Determine a particular advantage that your product/service will provide

them. To stimulate the prospect’s attention, develop a short, concise message

you can send them (letter, email, etc) or deliver in a conversation describing

the specific problems that can be solved or results that they can expect

through utilizing your product/service. Be creative. There are probably

dozens of features you could promote. It is up to you to uncover the one that

would motivate each prospect to speak to you again. Here’s an example you

can use to open up the conversation. “After reflecting back upon our prior

conversation, I have some new ideas that I’d like to share with you regarding

how our (product, service) may actually complement and enhance what

you’re currently doing” Or “I was thinking about another client who was in a

similar situation as yours and thought that you might be interested in hearing

about how we were able to defuse (eliminate) the challenges they had.”

Become more than simply a salesperson; become a resource.4.

When following up, don’t simply call to ‘follow up.’ In other words, stay away

from calling with the intention to see if they’ve received your information or

to ‘check in’ to ask if they have any immediate needs for your product/service.

Take some extra time and weave in a compelling reason for your call. How can

you deliver value to them? Is there something timely that you can share with

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them about your product/service or about their industry? Is there something

newsworthy that you can discuss which applies to them; a success story

about a client you’ve worked with?

Determine how you can contribute to the growth of a prospect’s business

aside from the product or service you are offering. It could be supplying

them with a free newsletter or educational seminar, a better service plan

or connecting them with other people in your circle of influence that can

contribute to the success of their business. Create a contest amongst your

staff to develop ideas that will add value to your product/service without

increasing your prices or fees. More service and value at a perceived lower

price creates a new interest. Adding value to your product or service at no

additional cost to the customer is exceeding your customer’s expectations

Stop selling products and start selling measurable results. 5.

Feature and benefit selling is a dying strategy. Most companies are no longer

in the business of selling products, but of providing solutions. In order to

provide a solution, you must first understand the problem. Prospects are more

interested in what the end result or advantage your product or service will

produce for them as opposed to what your product does. It can be greater

productivity, lower overhead, monetary savings, or an increase in their quality

of life. What problems are solved by your product or service? What end result

or value will they experience from what you are offering? Can it be quantified?

When cold calling, following up or networking, are you providing the

prospect with enough of a compelling reason to want to speak with you and

learn more about your product or service? If your reasons are not powerful

enough to move someone from a state of inertia to interest or action, here’s

your opportunity to give them an overhaul.

Interview past and current customers. Ask questions up front to get a

complete understanding of your customer’s position and why they bought

from you in the first place. What would make them look great in terms

of how they are evaluated in their job? Remember, people buy based on

their reasons, not yours. You can then look ahead and create a strategy that

will accurately pinpoint how your product or service can assist your future

customers and the measurable results they can expect.

Stop chasing dead opportunities. 6.

Are you making too many follow-up calls? Whether it’s because of a stubborn

attitude or resistance to accepting that a sale is truly dead, salespeople

sometimes spend too much time chasing accounts that simply don’t qualify

as potential sales. This should have been detected during the first (qualifying)

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stage of your selling process. If it was not, ask questions to determine exactly

where the prospect stands. When discussing the possibility of earning

a prospect’s business, it is crucial that you give them the opportunity to

not only say “Yes” but “No” as well. Getting turned down can make you feel

rejected, but it also allows you to move on to more promising prospects.

To read more sales articles by sales experts like Keith Rosen, visit EyesOnSales at

www.eyesonsales.com

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Qualifying Questions Lead to Quality Sales

By Paul Cherry

You’ve been making sales calls all day, leaving countless voicemails--and finally you reach a real live

person! Thirty seconds after your conversation starts, she says, “I have to run to a meeting. Can you send

me information?” Sure, you’ll send it, but will it be read, or be thrown on top of a pile of other info kits that

haven’t been touched since the day they arrived? What could be more frustrating?

You must make every prospect count, making the best use of your time and energy. You want to

accommodate people’s requests, but how can you tell if it’s a legitimate opportunity before you spend

too much effort on it? You don’t want to devote hours of your precious time to providing materials to

prospects, only to have them blow you off.

To keep from wasting time on people who aren’t seriously interested in pursuing a business relationship,

try the three-step qualifying process on an upcoming sales opportunity so that you know right away

whether it’s alive with possibilities or a dead end.

The Three-step Qualifying Process

Agree. Step 1.

Find something within your prospect’s reply that you agree with. It’s a good way to connect with

someone on a basic level, giving your prospect acknowledgement and encouragement, plus it buys

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you time. Even if she gives you a canned response such as, “Send me the

information,” you could reply, “I’d be glad to forward you some information.”

But don’t end the conversation there

Clarify. Step 2.

Now’s your chance to get clarification about your prospect’s needs. Ask one

or two questions about your prospect’s current situation, her organization’s

decision-making process, or concerns she has about their current provider. For

example, you could respond to that information request with, “What specific

information would be of particular interest to you?” It’s important to analyze

her response--exactly why does she want information about your service?

It’s a good sign if your prospective client answers your clarification question

using language like: “We’re looking to... achieve... fix... solve... eliminate... avoid...

secure... improve...” Such words suggest this organization has already identified

its problems and accepts that change is needed. While your prospect explains

her problem, listen carefully so you’ll better understand the goals and

solutions being sought, and how you can help.

Legitimize. Step 3.

Determine whether your prospect is serious or trying to politely get rid of you.

Ask a question that’ll project her into the future so she can walk you through

her firm’s decision-making process. For example, you can say, “I’ll put together

information that you’ll receive by this Monday. Will that work with your time

frame?” Should your prospect answer yes, add, “Assuming you need time to

study the information, when should I call back to discuss this further?” Now

you’ll have a definite time to follow up on this sale.

Other effective phrases with which you can begin legitimizing Step 4.

questions:

“What if...”

“Let’s just pretend...”

“Just suppose...”

“Imagine for a moment...”

As your legitimizing process proceeds, you might say, “Okay, I’ll have the

information to you on Monday. Let’s assume for a moment that Friday is here.

You’ve reviewed our information and you like what you see. What do you

feel will happen next?” By posing this question, you create a scenario that

the client can picture. Now she’ll think in detail about your service, as well

as the process of purchasing it. This will help her explain her organization’s

needs. Now you’ll be able to figure out from her answer if this organization is

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truly interested in your service, or if the prospect just wants to get you off the

phone.

Suppose you get into a dialogue with someone who ranks high in the

organization. As you talk with him, you’re told, “Oh, you should talk with Lou,

who reports to me. He’s responsible for these kind of decisions.”

“Great!” you reply. “So I can prepare to speak with Lou, based on what

we’ve discussed so far, what issues do you think he’ll be most interested in

discussing?” Listen for the legitimacy of the response. If he says something

active like, “Lou is trying to overhaul our department’s approach to...”, then

there’s a real thought process going on, and a better chance that it’s a real

opportunity.

If he says, “I have no idea,” chances are this is a brush-off, not a true

opportunity. After all, what are the odds that Lou and his supervisor don’t

communicate with each other?

Red Flags: Is This Opportunity A Dream Or A Dud?

The old “Just send me information” routine. The more “canned” the response, the

less likely that it’s a genuine opportunity. Instead, look for detailed answers like, “I

need information on how this process works in the real world...ways to reduce our

turnover costs...finding the right people and keeping them...”

The old “Call me back” routine. “Call me back” is one of the hardest answers to

interpret. Sometimes a prospect really is busy, maybe even in the middle of a

crisis, and she has absolutely no time to talk. If you get this response, ask for a

specific time and date to call back. If your prospect commits to a specific time

and date at which she’ll expect your call, you have a good shot at discussing a real

business opportunity. If she’s unwilling to commit to a time and date, chances are

it’s a brush-off, so move on to your next prospect.

The old silent treatment. If your prospect won’t share his motivation with you by

answering your clarifying questions, this isn’t a legitimate business opportunity.

However, make sure your questions aren’t self-serving; clients never like feeling

manipulated.

In minutes, the three-step qualifying process will help you evaluate whether or

not a prospective client is truly interested in doing business with you. Not only will

you save time, money, and irritation for both yourself and your prospects, but the

answers you’ve uncovered will help you better prepare any future proposal you

might submit to them

To read more sales articles by sales experts like Paul Cherry, visit EyesOnSales at

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The 10 Biggest Referral Mistakes Salespeople Make

By Paul McCord

Referrals are touted as being the best prospecting tool in any salesperson’s toolbox. According to sales

legend, referrals are the key to becoming a top producer.

Virtually within 30 minutes of entering the sales field, most salespeople are told that if they want to

succeed, they must get referrals from their customers and clients.

Yet, the truth of the matter is that few salespeople generate very many quality referrals. Certainly, a few

salespeople have figured out how to generate enough quality referrals to run their very successful sales

businesses. These men and women are by far the exception, not the rule. Moreover, studies have shown

that those men and women who have learned how to generate a large number of high quality referrals

earn four to five times their industry average.

There are others who get a few names and phone numbers here and there and think they are getting

referrals. Unfortunately, most of these “referrals” don’t turn into sales. They do, of course, get a sale out them

every so often, but for the most part, these “referrals” are nothing more than names and phone numbers

that are no more qualified than if they simply picked names at random out of the phone book.

Most salespeople, however, find that referrals are not all they’re cracked up to be. In fact, referrals have

proven to be so disappointing that the majority of salespeople don’t even ask for them. Many salespeople

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quickly conclude that referrals just aren’t worth their time and effort. These

salespeople determine that referrals are just a myth, or that their clients won’t give

referrals, or that their clients don’t

have referrals to give, or that they will irritate a client if they ask for referrals.

In fact, the problem isn’t with referrals or their clients. The problem lies with

how the salesperson goes about asking for referrals. Here are the top 10 referral

mistakes salespeople make:

Not asking 1.

It shouldn’t be a big surprise that if you don’t ask, you won’t get referrals.

Almost 70% of all salespeople don’t even ask for referrals. They don’t even

bring the subject up! Of course, they don’t get referrals. Of course, referrals are

a myth. How can you expect to get something if you don’t even try?

Seldom do referrals simply drop out of thin air like manna from heaven.

Moreover, those who don’t ask have a legion of excuses as to why they don’t

ask. They don’t ask because they know they won’t get them anyway; their

clients don’t know anyone to refer; they will upset their client; their clients

are too busy to give referrals; they don’t want their client to think they are

begging for business or that they are needy. These are simply excuses.

Salespeople don’t ask because they are afraid of asking. Pure and simple.

Asking only once 2.

Studies have shown that those salespeople who do ask generally only ask

once. Certainly, asking once is better than not asking at all. But statistically,

asking once will only generate 1.47 names and phone numbers. Less than

one and a half referrals per client. And since most of the “referrals” the typical

salesperson gets are of poor quality, getting less than one and a half referrals

per prospect is pretty discouraging. That means they’ll have to ask several

clients to get a single sale.

However, the same studies that show salespeople receive less than one and

a half referrals when they only ask once show that salespeople who ask for

referrals twice receive 2.03 names and phone numbers from each client. That

means for every 10 customers asked, the salesperson who only asks once for

referrals will get 14 names and phone numbers, while the salesperson who

asks twice will receive 20 referrals--almost 50% more. Now, these aren’t any

better quality referrals than the ones the salesperson who only asks once

receives, but at least they have many more opportunities to make a sale--

simply by asking for referrals a second time.

And those who had the temerity to ask a third time? They received, on

average, 3.28 referrals from each customer. Therefore, for every 10 customers

asked, these salespeople receive 32 referrals, more than three times the

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number of the salesperson who only asks once. You think they might make

more sales than the person who isn’t asking or who only asks once--or even

those who ask twice?

Those salespeople who use the PWWR Referral Generation System(TM)

averaged 5 referrals per customer. In addition, these weren’t the typical name

and phone number but were high quality referrals. For every 10 customers,

these salespeople received an average of 50 referrals, most to high quality

prospects. If their close ratio is only 25%, they will close 12 sales without

having to spend time prospecting and money marketing.

Suggesting instead of asking 3.

Many salespeople “suggest” referrals instead of asking for them. Instead

of making a direct request, they try to soft peddle the request by saying

something like: “Mr. Client, if you happen to run across someone who

could use my product or service, would you give them one of my cards?”

Alternatively, “Mr. Client, if you know of anyone I might be able to help, I’d

appreciate it if you’d tell them about me.”

This is the chicken’s way out. They don’t want to offend, so they don’t ask.

But they don’t want to miss the opportunity for a referral. The solution is to

suggest that the client pass their name along. If this is your referral generation

format, don’t hang around the phone waiting for the calls to come in.

Waiting until the sale has been completed to bring up referrals4.

Most who do ask wait until the sale has been completed before they even

bring the subject of referrals up. One of the issues salespeople have with

referrals is they believe based on their experience, that asking for referrals

makes their clients uncomfortable. The request seems to be an unwelcome

one by most of their clients. And it is--not because the request for referrals is

itself an intrusion, but because of the timing of the request.

By waiting until the last minute to bring the subject up, the salesperson has

given the client no time to think of whom to refer and they have waited until

the client has mentally moved beyond the sale. The sale is complete. It’s over.

The client has already mentally moved on to other issues. They’re simply

waiting for the salesperson to leave so they can begin to take care of other

business. And, bam, here comes a request out of the clear blue that tries to

pull them back into the sale. What should have been a simple request is now

an intrusion.

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Focusing on their needs, not the client’s 5.

The typical referral request goes something like this: “Mr. Client, let me ask a

favor. It would really help me if could give me the names and phone numbers

of a couple of people (or companies) that I might be able to help as I’ve

helped you.” Or, “Ms. Client, do you know anyone else that might be able to

use my services? It would be a great help to me if you could give me their

names.”

Clients don’t give referrals because they like you, because they respect you,

or even because you did a good job. Clients are human beings. Therefore, like

most human beings, they do things because they perceive them to be in their

own best interests. For the most part, clients don’t really care what will help

you; they care about what will help them. That’s not to say that a few clients

won’t give referrals for no reason; there are a few who will. Most will not.

The majority of salespeople focus on themselves when requesting referrals

instead of focusing on the client. To be successful in generating referrals, you

must give the client a reason why giving referrals is in their best interest, not

yours.

Not defining what a good referral is 6.

As basic is it is, few salespeople let their client know what a good referral

is. Instead, they assume the client understands what a good referral is. Bad

assumption.

Although you know what a good referral for you is, your client doesn’t. They

need direction. While you are standing there thinking, “Give me someone just

like you,” they’re thinking “what does this person want and how do I get rid of

them.” If you want a quality referral, you must let your client know who you’re

looking for. If you don’t, no telling what you’ll get.

Not understanding the psychology of the referral 7.

Getting a large number of high quality referrals from clients and prospects

isn’t easy. In fact, less than 15% of all salespeople generate enough quality

referrals to significantly impact their sales.

In order to become a successful referral salesperson, you must come to

understand the psychology of referrals. Clients and prospects assume that

whomever they refer you to will be more demanding and more critical

than they have been. They assume that whomever they refer you to will be

less forgiving of the little issues that come up in a sale. They assume that

whomever they refer you to will be less satisfied with the sale than they have

been.

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In addition, clients and prospects will refer you to people whom they have

various types of relationships with. Some of the people they refer you will

trust and respect them. Others will be casual acquaintances who neither trust

nor distrust your client. Some will even be people who distrust and disrespect

your client.

To make matter even more complicated, you must understand your

psychology of referral selling. What goes on in your brain is just as important

as what goes on in your client’s and the prospect’s brain.

Unless you have a thorough understanding of the psychology of referrals

and the relationship between your client and the referred prospect, your

likelihood of massive success is minimal.

Like much of selling, the process is more psychological then physical.

Calling the referred prospect 8.

The natural inclination when you’ve received a referral is to pick up the phone

and call the prospect. Wrong move. When you simply pick up the phone and

call, you’re giving the prospect the opportunity to determine you’re nothing

but another tele-marketer and to mentally cut you off before you even have

the opportunity to bring up your client’s name.

There are a number of ways of contacting a referred prospect, but the key is

to get a personal introduction, not just a name and phone number.

Not helping the client give referrals 9.

Despite their best efforts, even mega-producers who make huge incomes

off their referral-based business have clients and prospects who claim not to

know anyone to refer. Yet, these men and women still walk away with a fistful

of high quality referrals.

How do they do this? They don’t rely on their client to come up with people

or companies to refer. Instead of hoping that their client has referrals for them

as most salespeople do, they are proactive and help their client make high

quality referrals. They discover whom the client knows that they know they

want to be referred to and they ask to be referred to those people.

Not earning the referrals 10.

If you want a large number of high quality referrals, you can’t just ask for

them--you must earn them. They’re not just given, they’re earned.

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Successful referral salespeople understand that the number and quality of the

referrals they receive is dependent upon giving their client the purchasing

experience the client wants, not the one the salesperson wants to give the

client. Consequently, they find out what the client wants and expects to

happen during the course of the sale and then they give the client the exact

purchasing experience the client wants, thus earning the referrals.

You cannot ask and expect referrals if you haven’t earned them. And you don’t

get to determine whether or not you’ve earned them--the client makes that

decision so you must give them an objective way to determine whether or

not you have earned them.

Obviously, generating a large number of high quality referrals is difficult.

If it were easy, every salesperson would do it. However, by understanding

the issues that kill referrals and then learning how to eliminate those issues,

you can generate a huge volume of high quality referrals. Referral selling

isn’t dependent upon luck, or having the “right” clients, or using bribes or

incentives. It is dependent upon knowing the process that will overcome the

issues associated with getting referrals, implementing that system, and then

honing your referral selling skills. And once you’ve learned the system and

honed your skills, it becomes a natural part of your selling process.

No matter your product or service; no matter whether you sell to individuals

or businesses; no matter the cost of your product or service or the length

of the selling cycle, you can build a referral-based business. It simply takes

knowledge, skill, and practice.

To read more sales articles by sales experts like Paul McCord visit EyesOnSales at

www.eyesonsales.com

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Seven Easy Steps to Follow up by Phone

By C.J. Hayden

You know how critical it is to follow up initial contacts or mailings with a personal phone call, but

somehow your list of calls to make always seems to get longer instead of shorter. Days or even weeks go

by before you place important calls, and there always seems to be something more important to do. Why

not make this the month you get off the dime and get on the phone? Here are seven steps to make it easy

for you:

Know why you are calling. 1.

Sounds obvious, but we have all been guilty of making a call just because it was on the list, having

long since forgotten why we were calling. Or worse, never calling at all because you aren’t sure of your

reason. Make it a habit to keep a note with each person’s contact information about where you left off

in your last contact and what is the appropriate next step.

The most productive calls are about something you know or suppose the other person wants from

you, rather than something you want from them. In preparing to make a call, visualize that person in

your mind. If you have never met, gaze at his or her business card or web site. Ask yourself, “How could

I best be of service to this person today?” Whatever you answer, that should be the reason for your call.

Prepare a “script.” 2.

A better name for this essential tool would be “introduction and talking points.” The last thing you

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want is to sound like you are reading lines. Begin with a brief introduction of

yourself and the purpose of your call. Say just enough to answer the question

“what’s in it for me” for the person you are calling, then check to see if they

have time to speak with you.

Your talking points should contain mostly questions you wish to ask them,

and answers to questions they may ask you. Each one should be no more

than a breath or two long. If you have to inhale several times to get all your

words out, you’re making a speech, not having a conversation.

Get in the mood. 3.

Gritting your teeth is not the best frame of mind for making follow-up calls.

Take a few moments to build a positive attitude about the calls you’re about

to make. Remember your highest purpose in doing the work that you do,

whether that is providing for your family, changing the world, working toward

a comfortable retirement, or serving the community.

Now, mentally direct that purpose toward the people on your call list. How

best can you serve your purpose and their needs at the same time? If you find

yourself feeling nervous, try one or all three of the following: stand up, look in

the mirror, and smile.

Speak briefly, then listen. 4.

Imagine your call as a tennis match. You serve the ball by making a statement

and asking an open-ended question. The other person answers and you listen

for where the ball is going. Then you hit the ball back with another statement

and question, or a question alone. You listen again. If you don’t listen, you will

miss the ball and lose the point.

Make it a conversation. 5.

Your talking points should be a loose framework, not an outline that must be

covered. This is why listening is so important. Yes, keep your purpose in mind,

but let the other person’s responses guide the direction of the call. Especially

at the beginning of the conversation, keep your focus on learning rather than

on teaching.

Once you learn more about what your prospective client or networking

contact needs or wants, you’ll be able to offer assistance in a relevant,

respectful way. There’s no payoff in launching into a description of what you

can provide without knowing first if your listener has any need for it.

Be yourself. 6.

If you remember none of the other tips on this list, remember this one. The

person you are calling is another human being, with a family, responsibilities,

problems, goals, and dreams. If you speak from that place yourself, you will

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establish a personal connection with the people you call. But if you put on

some artificial selling persona, your listeners will immediately go on the

defensive.

Keep in mind your own reaction when you answer the phone and realize

you are about to be sold to. Isn’t it usually, “Oh no, how fast can I get rid of

this guy?” Make it a point to have your call be one that people enjoy getting,

because they are speaking to a real person who treats them as if they were

real, too.

Ask for the next step. 7.

Before you hang up the phone, be sure both of you know what will happen

next. This isn’t pushy; it is respectful and professional. Determining the next

step for your interaction with the person you called is essential to being of

service to them.

Your next step might be an in-person appointment, sending information,

placing a call to someone else, or calling again after a length of time.

Whatever it is, be clear, and get the other person’s permission for what you

plan to do.

You may notice that all of these tips suggest you hold your focus on being

of service to the other person. That mental shift may be the most important

thing you can do to make follow-up calls easier. If your intention is to help

people instead of to sell to them, not only will you find it easier to call, the

people you talk to will find it easier to buy.

To read more sales articles by sales experts like C.J. Hayden, visit EyesOnSales at

www.eyesonsales.com

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Non-Stop Networking

By Andrea Nierenberg

Networking is a process, one that can create business connections to last a lifetime. As salespeople, we are

constantly developing, building, and cultivating relationships, and the truly smart salesperson develops

contacts that act as his or her advocates.

A gardener tends to his or her flower garden by planting the seeds, watering them, checking in on them,

and allowing them time to grow. That’s exactly how we can build a “bouquet” of people around us.

The following are 44 networking tips that you can use any time of the year. Follow them, try them out, and

see what happens as you progress. Here’ s the secret to making them work: as you continue to add a new

tip, keep practicing the previous tips. Each tip works with the others. When you use them like building

blocks, you’ll be guaranteed to get excellent results.

The opposite of “networking” is “not working.” Leave no stone unturned by keeping in mind that 1.

everyone you meet can either become a prospect, a client, or a friend

Build relationships by immediately thanking those who have referred you. My experience has proven 2.

to me that if Tom refers me to someone, I’ll call and write that person ASAP. Then I’ll go back and thank

Tom and let him know that I’ve made contact and will keep him posted.

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Remember the 250 theory. Joe Girard, the author and famous car salesman, 3.

pointed out that everyone knows at least 250 people in his or her life. Now

think about who those people are and let them know what you have to offer.

The 3 “P”s of networking: people, power, and promotion. Relationships with 4.

people are the foundation of everything. Power is a perception; if you think

you have it, you do. And perception is reality, so make it a reality that you’re a

people person who is powerfully connected.

Support and empower others. When you meet someone with whom you’re 5.

prospecting, be open, listen to him or her, and help that person with his or

her needs - it will come back.

Networking is about relationships and the results that happen. When you 6.

cultivate people into your life, you’ll reap rewards both professionally and

personally. They both take time and are worth it.

Demonstrate expertise and use it to prospect. Become a resource in your 7.

industry, perhaps as a speaker with a specialty in your field, and present at

trade association meetings.

Make lists. Keep a list of your strengths and skills that you can use to prospect. 8.

Review it monthly and update it. They might include: great follow up, sending

personal notes and emails, or having a friendly attitude. Whatever they are,

keeping improving them.

List five great achievements. Keep a list that has the top five successes that 9.

give you the greatest pride. For example, maybe you networked your way into

a major Wall Street firm, or sold two programs overseas.

Learn to ask for help. Call a business friend or associate and say, “I need some 10.

advice.” Then follow up with a short thank you note.

Think first impression. There is only one opportunity to make a first 11.

impression. Therefore, make the most of it. Your image and actions speak

louder than words. People remember what they perceive about you.

Be clear and concise in your approach. Remember the KISS method - Keep It 12.

Simple Sweetheart. Don’t waste people’s time.

Make frequent eye contact. Look at a person when you’re speaking with him 13.

or her. Focus as if he or she is the only person in the world.

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Be at ease in a group. Always rehearse your pitch and know your material 14.

before you call on a prospect.

Keep repeating someone’s name in a conversation. It’s the sweetest sound for 15.

a person to frequently hear his or her name.

Reintroduce yourself to people. People will forget who you are. Therefore, let 16.

them save face; when you see them, say: “Hi Bob, I’m Andrea Nierenberg. We

met a few weeks ago.”

Promote yourself and your business. Send your prospects shorts notes with 17.

any newsworthy information pertaining to you and your company.

Business cards are treasures. When you receive one, treat each one as a 18.

possible “closed deal” worth thousands of dollars. It represents the person with

whom you’re trying to connect.

Keep detailed notes about the people you meet. Maintain a record of the date 19.

and event, who introduced you, the information you discussed, and what

your follow up will be.

Acknowledge people who inspire you, even if you’ve never met them. 20.

Perhaps you’ve read their book or have heard them speak. Write to them and

let them know what you think.

Nurture your network. Make calls and send notes even when it is not directly 21.

business-related. As you stay in touch with people, they will remember you,

thus will contact you when a need arises.

Each week, call one person with whom you haven’t spoken for the past 90 22.

days. Give that person an idea for his or her business, a thought, or a new

promotion you might have. It’s a way of staying in touch and keeping your

face in front of your prospect.

Invite people to accompany you to events. Take a prospect to a lecture so that 23.

you can discuss it later. Let him or her enjoy an event or party with you so that

the connections from these events will begin.

Send people articles that may interest them. By sending newspaper or 24.

magazine articles, it will let people know that you’re thinking of them and

their business, even if they are not clients right now.

Traveling is also a good time to listen and strike up a conversation. You never 25.

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know who you’ll meet. I’ve been hired on airplanes, on trains, and even while

standing in line waiting to buy stamps.

Keep a log of when and to whom you’ve written. Keep them in your 26.

computer and include notes on special events, vacations, birthdays, and

correspondence.

Return every phone call within 24 hours. It’s professional and courteous, two 27.

qualities which are being lost with all the technological advances.

Follow-up notes should have follow-up points. For example, thank people for 28.

something specific, introduce a new element to stimulate interest (such as an

industry development), and conclude with a “next step,” such as, “I’ll call you

again in one week.”

Become an active and perceptive listener. Tune in, remember what someone 29.

else says, and use it in a future conversation. Since we only listen with 25% of

our listening capacity, you will definitely have greater networking successes if

you increase yours.

Never be late; in fact, show up early. When going to any type of meeting, 30.

get there early enough so that you see people walk in. Then scope out your

strategy, and make unexpected connections.

Know who will be at trade shows so that you can plan a strategy. Find 31.

out who will be attending. If possible, drop a note in advance that says, “I

understand you’ll be at the _____ and I’d love the opportunity to spend a few

minutes with you.”

Go where they go. If you want to meet certain contacts, find out where 32.

they spend their time. I remember wanting to meet someone who went

to a particular restaurant for lunch. I started eating there and created an

opportunity to make a connection.

Go solo. If you’re at an event to meet new people, split off from your friends 33.

or co-workers and start talking to other people. Walk up to strangers and ask

them friendly open-ended questions. Join other groups and be open and

approachable.

Learn about successful people and their networking techniques. Jack Welch, 34.

the most successful CEO of GE, has written many personal, handwritten notes.

I do the same and now feel that I’m in great company.

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Have a strategy and plan. It might include a goal of meeting two new people 35.

this week, setting up a meeting with them, writing a short note, and then

calling them one week later.

Devote at least 20 minutes to networking per day. Remember, it’s a process. 36.

Think of all the prospecting you must do to create a contact that becomes a

client. That 20 minutes could be spent writing three notes, or making three

extra phone calls - all for the sole purpose of networking and staying in touch.

Ask for referrals and leads from satisfied customers. They will truly be your 37.

advocates. They already believe in you. Therefore ask them for help and who

they might be able to introduce you to. Remember to follow up and let them

know how much you appreciate them and their faith in you.

Thank people for the referrals, even if nothing has happened. Many will thank 38.

others for referrals that worked out. Especially when you thank people even

for “dead ends,” it will separate you from others who are making the same

requests.

Follow up in unique ways. My friend Randy Rosler has a wonderful line of 39.

Business Greeting cards called IntroKnocks. There is a unique card for every

occasion, everything from the customer who won¹t return calls to jokes to

help “break the ice” for new clients.

Suppliers are great people to network with. Ask them who they can refer you 40.

to, and then follow up the referral. They are in touch with other people like

you all the time and can help you open doors.

Do what I call the “Power of Three.” Each day, write three personal notes or 41.

cards; the power comes from them being handwritten. At the end of the

week, you’ve made 15 contacts, and at the end of the year, over 750 goodwill

connections. I have done this consistently for 15 years - it’s the simplest and

most powerful technique I know.

Write your return label. By writing it on the notes or letters you send out, it 42.

will appear more personal and give the effect that you really took the time to

address the envelope.

Organize business cards. Start to form a “library” of opportunities. I keep them 43.

in my database on my computer. I have all my information together and know

what the contacts do, where they live, and their area of expertise. I can then

also refer them to others and act as a networking catalyst.

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Surprise the other person by remembering something that he or she told you. 44.

The highest compliment you can give someone is to listen and remember

what he or she says. I recently ran into a prospect and remembered that her

daughter’s name was Susie and she was an artist. I started off the conversation

by asking, “How’s Susie and what’s happening with all of her artwork?” The

prospect was so amazed that I remembered, that she set up a meeting for the

next week and gave me a huge project.

Follow these tips - and keep the process going - to become a real non-stop

networker!

To read more sales articles by sales experts like Andrea Nierenberg, visit

EyesOnSales at www.eyesonsales.com

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Bad Sales Habits Die Hard

By Jeb Blount

It’s a fact. Salespeople fail. Maybe even you. Sadly, thousands of salespeople are fired or quit each day

because they failed to attain quota. When you ask these salespeople what went wrong most are quick to

point out that their failure was due to some external factor, which prevented them from achieving their

goal. Poor territories, bad managers, difficult environments, lack of training and defective products are the

fodder of these conversations.

However when studying successful Sales Professionals in those same organizations, we find that when

faced with identical difficulties, they still managed to succeed. Why did some salespeople succeed

where others didn’t? The answer is simple. The successful salespeople have developed a habit of looking

inward for inspiration, motivation, and accountability when things get difficult. They have developed

the disciplined habit of finding solutions to problems while the less successful people have developed

the habit of finding excuses for failure. I’m sure for some this seems a bit harsh but the truth is the truth.

Success or failure has a lot more to do with our thoughts and actions than the difficulties we face.

A habit is defined as a pattern of behavior that is followed regularly until it becomes automatic. In other

words we do things we are comfortable with and we keep doing them. When we do the same thing over

and over again an amazing thing happens: we get the same result over and over again! Unfortunately,

many people become so comfortable with their habits that they will continue to do them even if that

habit is causing them to fail. This is called a bad habit and anyone who has worked to quit smoking or

even to correct a poor golf swing will attest that bad habits die hard. In many ways, failure is just the

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Stepping out of a comfort zone is very difficult and one of the core reasons

so many salespeople find themselves moving from company to company and

failing time and time again. Despite the training each new company provides,

despite the coaching, despite the mentoring from successful Sales Professionals,

eventually these salespeople revert back to their old habits and ultimately failure.

The good news is, that though difficult, it is possible to break this cycle of failure.

But to change your habits, you must first change your thoughts and actions. And

who has control of your thoughts and actions? You!

Four PowerPrinciples for Positive Change

Identify Your Bad Habits

The first step to creating new, winning habits is identifying your bad habits and

examining and understanding your behavior. In this process you must be honest

with yourself. You must place the responsibility for your failure where it lies.

Harness Your Desire

The next step is to mentally make the status quo untenable. As long as you are

more comfortable with where you are than where you want to be it will be

difficult, if not impossible to change. To make positive changes you must harness

your desire. That means defining what you want, writing it down, and becoming

laser focused on that goal. A burning desire to achieve a defined goal is the one

key that unlocks the door to the formation of powerful new habits.

Invest in Your Mind

Just because you want to change, need to change, and desire to change doesn’t

mean that you have the skills to change. Thanks to the Internet and sites like

SalesGravy.com you can now browse the minds of millions of individuals with

the click of a mouse, instantly. There are thousands of books written about

success, sales, and self help. There are also Podcasts, eZines, printed magazines,

and seminars. Take every opportunity to learn new skills that will lead you to new

habits.

Get a Coach

Perhaps the most powerful step you can take towards positive change in your life

is to get a coach. There are coaches everywhere and as long as you are coachable,

a great coach will help you break through your self-imposed barriers and will

illuminate the path that will lead you straight to the success you deserve.

To read more sales articles by sales experts like Jeb Blount, visit EyesOnSales at

www.eyesonsales.com

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Be a Closer

Linda Richardson

A slower economy means more buying delays. In this environment it is especially important to be

disciplined in how you manage each sales call. One of the most important things you can do to close is to

make sure at the end of a call, you maintain momentum by setting the next action step in place or asking

for the business.

Too often salespeople close calls with a comfortable close such as, “I’ll write up…” “I’ll send you…” “I’ll call

you…” They are often uncomfortable closing more definitively and therefore they end a call without being

poised with the next step in place. I have found there are three key reasons why salespeople avoid closing

effectively, i.e. asking for the business or nailing down the specific next action step:

One of the reasons that salespeople are hesitant to close is that they are concerned about facing rejection

or closing down communications. The reason they worry about this is because they don’t have the

feedback or signals from the client to indicate if it is “safe” to close. They lack the data because they haven’t

asked for it throughout the call.

The skill of checking is the process of asking for feedback throughout the call, for example, after you have

positioned your message, responded to an objection, answered a question, etc. Examples of checking

are, “How does that sound?” “How would that work?” “What do you think about…?” By asking for feedback

on what you have said, you gain critical information and you increase your confidence to ask for the

business or the next step. If you don’t check for feedback throughout the meeting, asking at the end of 34

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the call becomes an all or nothing situation with everything at stake hence many

salespeople are reluctant to ask.

Another reason salespeople don’t close is because salespeople don’t want to be

inappropriate. The problem is that they only see closing as asking for the business,

and they worry about being too pushy and, of course, getting rejected. Instead,

if you set a reasonable and appropriate measurable action step objective before

each call and get feedback throughout the call, you will know where they stand.

For example, get to the next level decision maker or ask for a commitment.

The third reason is that many salespeople don’t have a process to help them close.

You can close more by treating the closing process with phases:

Beginning stage of the process — set specific measurable objective before

each call to have a clear picture of the action step that you want.

Middle stage — benefit from the power of checking throughout the call to get

feedback to gauge where you are.

Latter stage — ask confidently for next action step or ask for the business.

Final step — be religious in follow-up.

To be confident to close, follow the adage, “One step at a time!” Get feedback

throughout the call and even if you are not at the point of asking for the business,

never stop taking small steps.

End each call on an action step so that you move to your close more quickly. But

make sure that next step is very specific and moves the process forward. If you

walk out with a clear action step you are moving forward. If you walk out

without a clear action step, you are likely going backward.

The difference between, “I’ll follow up with you next week” and a specific

actionable close like, “So we can (client benefit), how do you feel about our

meeting with your head of IT?” or “Can we have the go-ahead to begin?” is the

difference between closing business and marking time.

When it is time to ask for the business, based on the feedback you have gotten as

you have checked throughout the call, use your benefits and confidently ask, i.e.

“Will you give us the go-ahead?”

If you are not comfortable closing, practice by asking for small next steps at

the end of each call. Create the habit of relentlessly moving forward. Practice

looking in the mirror and asking for the business. Practice is the key to getting

comfortable and becoming a “closer.”

To read more sales articles by sales experts like Linda Richardson, visit EyesOnSales

at www.eyesonsales.com

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