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developing relationships

Closing Deals In Complex Sales

SQC smallProblem:  Mark was a high tech salesperson, selling complex hardware and software solutions to distribution companies.  Relatively new to the job, his ability to close was frustratingly poor.  But he was in good company, as the other salespeople in the company suffered from the same problem.

Analysis:  Bernie was Mark’s sales manager, and was “old school.”  He was a disciple of J. Douglas Edwards who, along with Dale Carnegie, were early pioneers in sales training.  Bernie has been in sales for 30 years and had learned his craft well.  He was proud of the fact that he had been successful selling a variety of products, starting with vacuum cleaners and progressing to aluminum siding, and then retail computer parts before landing a job with a hard drive manufacturer.  Recently, he convinced the president of this company to hire him to manage the sales effort.  He loved to regale his troops about his closing prowess, telling them that the best salespeople were the ones who could sell something to someone who didn’t need it.  Of course, his techniques were highly manipulative but they worked well in vacuum cleaners and aluminum siding (remember the movie Tin Men?) He subscribed to many sales technique blogs and required his people to memorize the closes.  The sales trainers he hired to train his people reinforced these manipulative techniques.  “Tell them our story and then go for the close,” exhorted Bernie as he rehearsed his people in selling features and benefits.  Of course, Bernie was the problem. read more

Building Valued Relationships With Your Top Customers

SQC smallProblem: Sales is a mystery to many people. Why has that “superstar” you hired a few months ago failed to produce? What happens in that foggy area of the sales cycle between the initial meeting and when the order is received (hopefully by you, but often when your competitor gets it)? What’s really going on there anyway? Why do customers give their business to someone else, when clearly you have the best value proposition? Why are sales forecasts nearly always totally out of whack with reality? Why do most companies only “hope” that they’ll make their numbers, instead of actually controlling the result? read more