Selling in Tough Times: Secrets to Selling When No One Is Buying
The Official Guide to Success is a dynamic success system proven to bring you greater wealth, direction, self-confidence, and fulfillment! This live training session is packed with over four hours of motivation and inspiration from Tom Hopkins.go
Selling in Tough Times: Secrets to Selling When No One Is Buying
Tom shows you how to adapt concepts of 45 of the best-selling self-improvement books to your own career success. Overcome emotional handicaps and break free from the past through Tom's 12 sessions on a variety of topics packed with dynamite success secrets! Napoleon Hill, born into poverty in , began writing as a reporter for small town newspapers while just a teenager. When industrialist Andrew Carnegie commissioned him in to interview over successful men and women to help prove his theory that success could be distilled down to a clear-cut formula, Hill met with hundreds of the richest and most famous people of the time.
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Would you like to know how to handle all the common questions raised on an incoming call? Would you like to be effective when prospecting with the telephone? Would you like to know how to get referrals from all your customers? Would you like to know the right questions to ask to get the customers to gladly work for you?
Fanatical Prospecting gives salespeople, sales leaders, entrepreneurs, and executives a practical, eye-opening guide that clearly explains the why and how behind the most important activity in sales and business development: prospecting. The brutal fact is that the number one reason for failure in sales is an empty pipe, and the root cause of an empty pipeline is the failure to consistently prospect. You think you know what you want in life. You've tried to achieve those things. But if you still don't have them, the culprit may be closer than you think. In this perspective-altering program, the world-renowned Pitbull of Personal Development tm , Larry Winget, exposes the things you are doing right now to unknowingly prevent your own success in the most important areas of your life.
We've all heard it before: when times are tough, go back to the basics. It seems simple, but the reality is that in good times, many of us let some of the most important principles of selling go by the wayside, which leaves us scrambling when a downturn hits. That's why world-renowned sales expert Tom Hopkins is here to remind us that challenges are a constant aspect of selling and that the key to success is to keep your attitude positive and to never stop striving for excellence.
What's more, Hopkins distills the four key practices to help you get your creative juices flowing and discover and exploit business opportunities that you may not even know existed, including:. This was a bit tough to get through The information is extremely helpful, but the voice is monotone and just drags on. Good info. A little corporate oriented for my taste, but helpful info nevertheless. Tom is aces and he hits the nail right on the head.
A must read or listen for the sales professional and sales managers. He is to the point and touches on the sales fundamentals we all forget over time. Remeber it is sales not brain surgery. I'm a long term fan of Tom Hopkins and have used his material for over 20 years in direct sales , mainly business to business. This book is a review of what selling actually is,what is important to the customer or client and what you can do to stay motivated and make progress in todays economic climate.
When things are tough as it is for many people n sales today Hopkins highlights the importance of being client focussed and taking action to both keep and win business. As with all his books there is a good mix of sales fundamentals, new ideas and some good techniques to get or stay motivated; to raise the sales game and make progress.
If you are looking for a motivational 'pick me up' then this is a book that recognises times are tough but you can take some positive steps to move forward, secure in the knowledge that thinsg will improve in the future. This is an excellent audio book. Your audiobook is waiting…. Our key finding: The top-performing reps have abandoned the traditional playbook and devised a novel, even radical, sales approach built on the three strategies outlined above. Most organizations tell their salespeople to give priority to customers whose senior management meets three criteria: It has an acknowledged need for change, a clear vision of its goals, and well-established processes for making purchasing decisions.
These criteria are easily observable, for the most part, and both reps and their leaders habitually rely on them to predict the likelihood and progress of potential deals. Indeed, many companies capture them in a scorecard designed to help reps and managers optimize how they spend their time, allocate specialist support, stage proposals, and improve their forecasts. Our data, however, show that star performers place little value on such traditional predictors.
Instead, they emphasize two nontraditional criteria. First, they put a premium on customer agility: Can a customer act quickly and decisively when presented with a compelling case, or is it hamstrung by structures and relationships that stifle change? Second, they pursue customers that have an emerging need or are in a state of organizational flux, whether because of external pressures, such as regulatory reform, or because of internal pressures, such as a recent acquisition, a leadership turnover, or widespread dissatisfaction with current practices.
Traditional solution selling is based on the premise that salespeople should lead with open-ended questions designed to surface recognized customer needs. Insight-based selling rests on the belief that salespeople must lead with disruptive ideas that will make customers aware of unknown needs.
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Star performers are far more likely to be Challengers than any other type. Challengers are the debaters on the sales team. Getting the Challenger approach right requires organizational capabilities as well as individual skills. While salespeople need to be comfortable with the tension inherent in a teaching-oriented sales conversation, sales and marketing leaders must create teachable insights for them to deliver in the first place.
When handled skillfully, those insights guide the conversation toward areas where the supplier outperforms its competitors. The Challenger approach is becoming standard operating procedure in top sales organizations.
Salespeople for the agricultural products and services firm Cargill discuss how price volatility in international markets causes farmers to waste time trying to predict commodity price shifts. The subject naturally leads to a pitch for grain-pricing services, which help farmers mitigate their exposure to price fluctuations. Instead of leading with a discussion about the technical benefits of their products, account teams at Ciena, a global provider of telecommunications equipment, software, and services, focus the conversation on the business benefits, such as reducing operational inefficiencies in networks.
For example, they talk about how much money the customer could save by eliminating unnecessary service calls through improved network automation. And reps for the food services company Aramark use insights gleaned from serving one consumer segment say, college students to change the way prospective customers in other segments think about managing their business for example, how the military feeds its members. One consequence of this orientation is that star performers treat requests for sales presentations very differently than average performers do.
Whereas the latter perceive an invitation to present as the best sign of a promising opportunity, the former recognize it for what it is—an invitation to bid for a contract that is probably destined to be awarded to a favored vendor. The star sales rep uses the occasion to reframe the discussion and turn a customer with clearly defined requirements into one with emerging needs.
Drawing on data that include interviews with nearly high performers worldwide, we developed a new scorecard that managers can use to coach their reps and help them adopt the criteria and approaches that star performers focus on. When its managers sit down with reps to prioritize activity and assess opportunities, the scorecard gives them a concrete way to redirect average performers toward opportunities they might otherwise overlook or underpursue and to steer the conversation naturally toward seeking out emerging demand. A word of caution: Formal scorecards can give rise to bureaucratic, overengineered processes for evaluating prospects.
Sales leaders should use them as conversation starters and coaching guides, not inviolable checklists.
The scorecard below, derived from the ways high-performing reps evaluate potential customers, can help you assess whether or not to pursue a deal. As we noted earlier, in conventional sales training reps are taught to find an advocate, or coach, within the customer organization to help them get the deal done.
We heard the same list, or a variation on it, from sales leaders and trainers the world over. Each attribute can probably be found somewhere in a customer organization, but our research shows that the traits rarely all come together in one person. So reps find themselves settling for someone who has some of them. In our survey of customer stakeholders, we asked them to assess themselves according to attributes and perspectives.
Selling in tough times :secrets to selling when no one is buying /Tom Hopkins. – National Library
Our analysis revealed seven distinct stakeholder profiles and measured the relative ability of individuals of each type to build consensus and drive action around a large corporate purchase or initiative. Still, the data clearly show that virtually every stakeholder has a primary posture when it comes to working with suppliers and spearheading organizational change.
Your listing should be carefully written so that it is an honest portrayal of your home—especially since photos can be deceptive either in benefit of or detriment to the seller. There is nothing worse for a buyer then to be excited by the online presentation of a property only to being disappointed upon actually seeing the home. If you have chosen a strong real estate agent then trust them to guide you to the appropriate square footage cost.
Choose a price that will get motivated buyers into the door quickly. If you price your home aggressively you may even create a bidding war and drive the overall sale price up to where you wanted it to be in the first place.
Real Business Advice!
One last note on price—buyers are more educated than ever these days so if you are going to ask for a premium over what your local square foot average is your house better be perfect. As intrusive as it is to your life when people view your property you have one shot at making an impression. Take a play from the hospitality industry and make the showing experiential by stimulating all of the senses during a visit from potential buyers. Your home should be clean—that means no dirty fingerprints on doors or hair human or otherwise left behind for potential buyers to see.
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Turn on the music if you have surround sound. Light the fireplace. The small touches show that you care about your home and are often good indicators of how well kept the home is in less visible areas of the property.