Download 25 Most Dangerous Sales Myths: (And How to Avoid Them) by Stephan Schiffman PDF

By Stephan Schiffman

During this most up-to-date addition to the hugely winning 25 revenues abilities sequence, America's number 1 company revenues coach demystifies the 25 preferred myths that price revenues humans cash on a daily basis. by means of averting those myths and figuring out the reality at the back of them, salespeople will increase their pitch and strenthen their revenues calls. For too lengthy, revenues humans were lead off track via those harmful "urban legends" of revenues. This booklet uncovers the reality in the back of such misconceptions as: revenues is a numbers online game; Gimmicks "warm up" chilly calls; the buyer is the enemy; regularly try and outsmart the client; everyone seems to be a prospect; regularly paintings on remaining the deal; by no means ask a query you do not know how you can solution to; The author's easy, direct, easy-to-apply suggestion offers surefire thoughts to win extra revenues everytime, utilizing tools that experience educated hundreds of thousands of to-notch salespeople around the globe.

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Additional info for 25 Most Dangerous Sales Myths: (And How to Avoid Them)

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Be sure to personalize 53 The 25 Most Dangerous Sales Myths your message. ”) Offer brief status reports on current initiatives. If you’ve promised to check into a problem, gather information from a group of people, or develop a new strategy to meet a prospect’s goals, you can use e-mail to keep your contact up to date on what’s going on. Don’t send reports every day (unless you’ve been asked to do so); don’t overwhelm the person with information. Just keep an ongoing dialogue going: “As you requested, I spoke with the following members of your team today .

Selling is not a matter of convincing other people to do what we want. It’s a matter of putting together a proposal that makes so much sense to them that they decide to buy from us. People buy for their reasons, not for ours. We can’t really get people to do the things that we want them to do, and we certainly can’t convince them to buy based on the value we add.

When your manager gets a call back, positive or negative, you’ll have a better sense of exactly where you stand with the person. And the call may uncover information that would otherwise have remained concealed. Leave a short message—not your whole calling script or full-scale sales pitch. This kind of message will be much more likely to get a response from the other person. That’s the reason you’re placing the call in the first place, right? THE REALITY: Keep voice-mail messages short, sweet, and to the point.

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