Motivation For Sales

How To Set Goals and Achieve Them

2008-01-18T06:30:00.000-08:00

We use only 5% of God's given potential, 95% of them is not used. Why not tap the 95% of our Creative Intelligence and achieve our desired goals. Our goals are limitless because of our creative imagination. You have to commit to your goals. If you don't have a goal , your life will be a failure. You are a goal seeking Organism. You can create your opportunity and you can do it anytime. You have to help yourself to achieve your goals.

The only way to reach the top is to have a goal. In order for goals to be effective they need to be big, because big goals create excitement once you accomplish. There is no excitement in mediocrity. The excitement comes when you are at your best. You need to see your life as something big and exciting . The only way to do that is through setting goals. Make a commitment and put it in writing. You have to crystalize your thinking so that you will be able to establish an exact direction for your own life. Goals must be realistic and achieveable. Goals must also include personality changes. Once you set goals and start to achieve them you will become successful.

Don't have a goal that is so vague that you can't tell, whether you have accomplished it or not. Have a clear statement of your goals. Write them down. Put deadlines on your goals. Have Short term, Intermediate and Long term goals.When you put them on paper they become tangible and you feel more inclined to do them. As you accomplish your goals, add more ambitious goals to your list.Your goals should be clear and definite.

Napolean Hill in his book 'Think and Grow Rich' says that your thinking should be crystal clear. You should know your goals. The purpose of those goals. Make a plan how you are going to achieve them. Be persistent and determined. Finally a burning passion and desire to achieve them.

You should give a definite period of time within which to accomplish those goals . Successful people are successful because they see themselves as successful.
Winston Saga the CEO of www.telesalestips.com and Sales International. He is the author of two best selling books, "How to become a Master Salesperson" and Total Success in Sales and Personal Life". He is often refered as the Zig Ziglar of the pacific. International Biography Centre selected him "International Man of the Year" 2003 for his outstanding contribution to sales and service.

15 Ways To Get Really Motivated

2008-01-18T06:29:00.000-08:00

First, recognize that motivation is an inside job. The word motivate means to impel, inspire, hope, stimulate, incite, propel, spur, goad, move, induce, prompt, instigate, fire, provoke, actuate, cause, egg on, drive, excite, and to trigger. Don’t wait for someone to motivate you, here are 15 ways you can motivate yourself.
1. Set daily, weekly, monthly, yearly and lifetime goals. A goal is a goal if it’s writing. Goals get you going in the direction that’s right for you.
2. Listen to a motivational tape. Record into a tape recorder your favorite quotes, anecdotes and personal success stories. Play back your tape frequently. Nothing is more motivating than the sound of your own voice. Try it!
3. Get motivated to make better telephone calls by buying Art Sobczak’s new book, “How To Sell More In Less Time With No Rejection.” To order call Art at 402-895-9399.
4. To overachieve every quota you are given take this advice. First write yourself a check dated for 12/31/05 payable to yourself and write how much you want to earn on the amount line. Make three laminated copies and put one in your briefcase, auto console, and home office. Second, always aim higher than the quota you are given. If you adjust your aim, the results will follow.
5. Buy an inspirational book of quotations and keep it in your car. Read three quotes daily. Remember - inspirational words usually inspire us.
6. Invest 15 minutes daily to read books and articles about the selling profession. This is gourmet food for your brain. Don’t skip a day.
7. Get a mentor, preferably one outside of your company. The truly successful people never go it alone.
8. To jack-up your sales performance, prepare your own laminated cue cards. Create cue cards for making appointments, your 12 best questions, for handling the price objection, and for asking for the order. Each cue card should be prepared word-for-word. Your performances will sky-rocket.
9. Buy a composition notebook for your car. Record your successes, failures, and daily observations about your selling environment.
10. Read the “The Ancient Scrolls” an inspiring book by Tim Connor. To order call 800-222-9070.

Hurrican Selling Styles

2008-01-18T06:21:00.000-08:00

As I prepare this issue of this Newsletter, at 37,000 feet on my way to Greenville South Carolina, the east coast is being battered by a Hurricane.
All hurricanes seem to start out as a blip on a distant radar screen. It grows in size and intensity as it draws closer to the shoreline. They don’t follow a prepared script or take a predictable path.
At the center, is the famous eye of the storm. Surrounding the eye . . . well, you know the rest.
Some salespeople seem to behave like hurricanes, are you one of them? Answer these questions for a hurricane (style) check.
1. Are you completely organized at the start of every day?
2. Do you enjoy talking more than listening?
3. Does your enthusiasm spill over into loudness when you’re talking?
4. If preparation means “in writing” is more than 95% of your typical sales call not prepared?
5. After a sales call, are most of your customers thinking, “WOW” after you leave?
6. Do you have so much experience that you know what your customer’s need without having to ask them really good open-ended questions?
Here’s a sales tip. As hurricanes approach the East coast, few people are rushing to check-in to the ocean front hotels. Likewise, your potential customers won’t be running to open their doors for you if you approach them like a hurricane.
Jim Meisenheimer is the creator of No-Brainer Sales Training. His sales techniques and selling skills focus on practical ideas that get immediate results. You can discover all his secrets by contacting him at (800) 266-1268 or by visiting his website: http://www.meisenheimer.com

Why Are We All So Afraid?

2008-01-05T04:13:00.000-08:00

What can strike terror into the heart of even the most successful sales professional or entrepreneur?

Cold Calling.

What can crush self-confidence, destroy self-esteem and leave even the most seasoned sales professional quivering with humiliation and defeat?

Cold Calling.

But why?

Every culture has its myths and stereotypes, and one of ours is the stereotype of the manipulative, unscrupulous salesman. The term “sales” conjures images of untrustworthiness and deviousness. We have the stereotypes of the “traveling salesman,” the “used car salesman” and, of course, the “telemarketer.”

These terms do not literally describe what the person is selling; they take on a larger meaning. For example, our cultural translation of “used car salesman” is not simply someone who is selling used cars, but instead means someone who is unethical, uncaring and will pressure you into a sale that is not necessarily in your best interest. “Telemarketer” has come to mean not just someone who sells over the telephone, but someone who interrupts your dinner, doesn’t listen and tries to pressure you into meaningless, valueless purchases. It can also mean someone who is running a scam over the telephone, usually preying on the elderly.

This is not the reality of individual telemarketers or used car salesmen. It is the stereotype. And these stereotypes do a huge disservice to most salespeople. Far too often, salespeople buy into these stereotypes, these images of untrustworthiness, placing themselves, in their own minds, on a lower level than their prospects.

If you buy into these negative images, you are at a disadvantage before you even pick up the telephone to call your prospect. It is imperative to change the way that you think about this process. Examine your intent:

· Is your product or service meaningful?
· Does it provide a benefit?
· Do you believe in the value and benefit of what you are selling?
· Are you doing the best that you know how to insure that your customers get what they need?

If your answers to the above questions are that you have a meaningful product or service, it provides value, you believe in your product or service, you are doing your very best to insure that your customers get what they need—if those are your answers, why then, you don’t fit the stereotype. Stop acting as if you do! Stop apologizing. Stop feeling uncomfortable. Proceed with pride and integrity.

But there are some additional reasons that people fear cold calling. When you are face-to-face with someone, you have all of the visual cues to help you through the sales process. How does the person look? How is she dressed? What are her facial expressions? Does she make eye content? Is she smiling? Is she frowning? We instantly and intuitively assess these cues, and they help us determine what is happening in our communication.

On the telephone, you have none of those cues. That’s what makes it so scary. It’s as though you are suddenly blind, and you cannot tell what is going on. It is important to train yourself to listen very deeply when you are on the telephone—you must hear those cues that you would normally see. And remember—your prospect has no visual cues either! That is why it is imperative to use your voice expressively and have a clear message.

© 2004 Wendy Weiss

Wendy Weiss, The Queen of Cold Calling & Selling Success, is a sales trainer, author and sales coach. She is the author of Cold Calling for Women and the recently released Cold Calling College. Get her free e-zine at http://www.wendyweiss.com.

Qualifying Your Prospect

2008-01-05T04:11:00.000-08:00

How do you respond when an absolute stranger calls, at work or at home, and begins to ask questions? “Are you the person who…?” “What is your marketing strategy?” “Do you own or rent?” Even, “How are you today?”

Are you annoyed and put off by these questions? Do you respond, “I already have a vendor,” “I’m not interested,” “Send a brochure” or “What are you selling?” (These days my response is to tell these callers to order Cold Calling College!)

This question-asking strategy does not work. It does not work to qualify your prospect, and it does not work to set your prospect at ease. If anything, this strategy puts you at a disadvantage and makes your prospect not want to speak with you!

Here is a better approach: Allow your prospect to “self-qualify”—allow them to tell you that they are the decision-maker. This is how: Position yourself as the expert. Give your prospect a reason to want to speak with you, and set yourself up as the person with the credentials who has the right to ask questions.

Use your script. Introduce yourself, your company and your product or service. Tell your prospect something about the above in such as way as to “stand out from the crowd.” Talk about your experience in the industry or your company’s credentials. Explain what you do in a way that is different from everyone else in the entire world who is doing something similar.

Talk about your business and the unique benefits you offer. You can use phrases like “we specialize in…” or “our reputation is…” or “we are known for…” You can also name-drop credentials to help this “expert positioning.” Mention clients or customers in similar businesses as your prospect. This does two things: it lets your prospect know that you are familiar with their industry, and it also makes prospects feel safer if they have not heard of you before. If someone has referred you, mention her name.

Once you set yourself up as the expert, then you are in a position to ask some of your predetermined qualifying questions. Ask them. This way, you are likely to get answers! In the ensuing conversation, the prospect will more than likely tell you that he or she is the decision-maker. If they do not, you can ask, “How is this decision made?” “Who else is involved in this decision?” “How has this decision been made in the past?” “What is your decision-making process?”

If you approach qualifying your prospect in this manner, you are setting up a relationship of equals. You are someone with expert credentials, someone with whom your prospect would want to talk. Your prospect will respond in kind. It is a far easier and far more effective way of qualifying prospects.

© 2004 Wendy Weiss

Wendy Weiss, The Queen of Cold Calling & Selling Success, is a sales trainer, author and sales coach. She is the author of Cold Calling for Women and the recently released Cold Calling College. Get her free e-zine at http://www.wendyweiss.com.

Doomed Before You Dial?

2008-01-05T04:09:00.001-08:00

Several weeks ago, I conducted a “Mastering the Cold Call” seminar for the Printing Industries of Connecticut and Western Massachusetts. At the end of the seminar, a participant came up to me and said, “Thank you! I learned so much! I learned ‘Don’t Take No for an Answer.’” Another participant standing to his side exclaimed, “No! What I learned is, ‘Don’t Make No Your Answer!’”

How often do you do that—especially on an introductory call? How often do you project your fears and insecurities onto the prospect you are calling and decide that you are doomed before you dial?

The definition of a cold call or an introductory call is that you are calling a stranger. This stranger could be having a good day—or a bad day. This stranger could be warm and friendly or brusque and dismissive. There is no way of determining this ahead of time. Beware of doing a mind read of your stranger/prospect and basing your subsequent actions on what you think your prospect is thinking.

“I don’t like calls on Monday morning”—therefore, no one likes calls on Monday mornings. This leaves out all the people who actually like calls on Monday mornings because that’s when they plan their calendars for the week.

“I know my prospect is avoiding me.” How do you know this? How could your prospect be avoiding you? Your prospect doesn’t even know you.

We all have choices. You can choose to believe that your prospect does not want to speak with you, is busy and not interested, or you can choose to believe that your prospect will enjoy hearing from you and will be open to what you have to say. The first belief is self-limiting and does not serve you. The second belief leaves you free to pursue new business.

The emotional “baggage” that you bring to introductory calling influences your attitude, which you then project in your conversation. Your prospect can hear if you feel unsure, afraid or uncomfortable, in the same way that you can pick up on those uneasy feelings when speaking with someone. On some level, you help create the attitude of the person to whom you are speaking. If your expectation is that your call will be unwelcome, this will make you anxious and tentative. Your prospect will pick up on that, and it will be likely to make her less receptive to you.

Put another way, there are the facts and there are the stories we tell ourselves about the facts. The facts are: You need to make some introductory calls. You will pick up the telephone and make a call. You will either reach your prospect or not. If you reach your prospect, you’ll say what you have to say. Your prospect will say what she has to say. And that’s it. Those are the facts.

The story: I’m interrupting my prospect. My prospect does not want to hear from me. My prospect already has a vendor. My prospect is avoiding me. My prospect hates me… And on and on…

It is time to change your story. I invite you to use my introductory calling story until you create a better one of your own. My story: I will reach my prospect, who will be delighted to hear from me. We will have a good conversation. I will get what I ask for.

Wishing you all introductory calling success!

© 2004 Wendy Weiss

Wendy Weiss, The Queen of Cold Calling & Selling Success, is a sales trainer, author and sales coach. She is the author of Cold Calling for Women and the recently released Cold Calling College. Get her free e-zine at http://www.wendyweiss.com.

9 Ways to Keep Clients Coming Back For More

2008-01-02T15:28:00.002-08:00

A lot of effort is put into getting new clients. We all know our client base will change. Previous clients can move to a new area, sell their business, close down, or change their priorities. So finding new business is always important - but so is keeping your previous clients. Here are nine ways to keep previous clients coming back for more!
1) Provide exceptional service. Sounds obvious, but is very hard to do consistently. If clients believe they can't do better elsewhere, they won't succumb to the temptation of trying another provider.
2) Maintain your database. This can be as simple or complex as you like. Just make sure it meets the needs of your business. You must have suitable contact details, and preferably some measure of sales value. For example, I use email extensively with my clients, so having current email addresses is paramount. But I have clients who must use regular postal mail to communicate with their clients, as their clients do not widely use email. So postal address details are critical in their situation.
3) Use direct mail. This is your pipeline to future sales. Create regular opportunities to communicate directly with your previous clients, especially if your service has a long sales cycle. Keep in touch between purchase decisions.
4) Make special offers. Find ways to encourage previous clients to buy from you. Examples may be: package offers; time sensitive deals; introducing new services; pre-releasing information or products to current clients before the general public.
5) Run special events. Offer a free (or low cost) seminar to your clients on current issues. Invite complementary businesses, local business people, or celebrities to present new ideas. Use breakfast meetings, lunchtime executive briefings, or evening functions. The key here is to add value for your clients, outside of their usual dealings with you.
6) Write a note. Get a pen and write a personal message. This could be triggered by seasonal activities, birthdays, business events, or personal circumstances. Let your clients know you are still thinking of them.
7) Ring them up. Where possible get on the phone to previous clients and have a chat. Make it brief but meaningful. Keep posted on their current projects and priorities. Seek out ways you can help.
8) Promote your business. Demonstrate the value you can provide. If you have recently written a useful report, or presented a topic at a conference, or issued a press release, or conducted some research, or completed an interesting project, tell your clients about it. Don't keep your hard work a secret.

Five Keys to Make Your Cold Calls Sizzle

2008-01-02T15:28:00.001-08:00

Do you clam up on the telephone? An advertising rep called the other day to sell some ad space in a local news magazine. After I said, "Hello," there was nothing but monotone dialog until I interrupted him a minute later. It sounded like he was reading a script... but he wasn't (I asked).
When you make calls trying to sell your products or services to your prospects, don't forget to be yourself. Here are five simple tips that will help.
1. Smile -- it can be heard in your voice.
2. Stand up -- it helps you breathe.
3. Look In The Mirror -- it will help if you can see what your face is doing. You'll convey your message better.
4. Listen -- remember it's about your prospect, not about you.
5. Be Personable -- act like you're talking to the person face-to-face. It makes the process easier.
Denise O'Berry helps small business owners take action to grow their business. To find out more, visit http://www.deniseoberry.com

Qualifying Your Prospect

2008-01-02T15:20:00.000-08:00

How do you respond when an absolute stranger calls, at work or at home, and begins to ask questions? “Are you the person who…?” “What is your marketing strategy?” “Do you own or rent?” Even, “How are you today?”
Are you annoyed and put off by these questions? Do you respond, “I already have a vendor,” “I’m not interested,” “Send a brochure” or “What are you selling?” (These days my response is to tell these callers to order Cold Calling College!)
This question-asking strategy does not work. It does not work to qualify your prospect, and it does not work to set your prospect at ease. If anything, this strategy puts you at a disadvantage and makes your prospect not want to speak with you!
Here is a better approach: Allow your prospect to “self-qualify”—allow them to tell you that they are the decision-maker. This is how: Position yourself as the expert. Give your prospect a reason to want to speak with you, and set yourself up as the person with the credentials who has the right to ask questions.
Use your script. Introduce yourself, your company and your product or service. Tell your prospect something about the above in such as way as to “stand out from the crowd.” Talk about your experience in the industry or your company’s credentials. Explain what you do in a way that is different from everyone else in the entire world who is doing something similar.
Talk about your business and the unique benefits you offer. You can use phrases like “we specialize in…” or “our reputation is…” or “we are known for…” You can also name-drop credentials to help this “expert positioning.” Mention clients or customers in similar businesses as your prospect. This does two things: it lets your prospect know that you are familiar with their industry, and it also makes prospects feel safer if they have not heard of you before. If someone has referred you, mention her name.
Once you set yourself up as the expert, then you are in a position to ask some of your predetermined qualifying questions. Ask them. This way, you are likely to get answers! In the ensuing conversation, the prospect will more than likely tell you that he or she is the decision-maker. If they do not, you can ask, “How is this decision made?” “Who else is involved in this decision?” “How has this decision been made in the past?” “What is your decision-making process?”
If you approach qualifying your prospect in this manner, you are setting up a relationship of equals. You are someone with expert credentials, someone with whom your prospect would want to talk. Your prospect will respond in kind. It is a far easier and far more effective way of qualifying prospects.
© 2004 Wendy Weiss

The Anatomy of a Sales Letter

2008-01-01T05:25:00.000-08:00

When Dr. Frankenstein exclaimed "it's alive... it's alive," he thought he had brought wonderful new life to the world. What he really did was create a monster. He took a bit from here and another piece from there and sewed it altogether. Then he was distressed to see how things turned out. Many marketers create their own monsters in the form of sales letters. They throw everything into them and then are distressed at the response.

Sales letters work best when you have something to sell. You make an offer. Too many sales letters from smaller businesses are of the "Hi my name is..." school. When it comes right down to it, I'm busy; I don't care if you just started this wonderful venture because you love to serve people. What can you do for me right now? Why should I take time reading any of your letter? Make me an offer I can't refuse. Quickly convince me that I need what you have to offer.

When creating a better monster--er sales letter--start off where Frankenstein made his biggest mistake. He used the wrong head.

The right head (or headline) can make or break your sales letter. Focus it tightly on your target market. Address a big problem your target faces (assuming you have the solution for it) or play on their desires. If you can do this with a clever play on words, by all means go for it, but if wordplay isn't your forte, keep it simple and straightforward. There's no perfect length for a headline, but don't waste words. Keep it to one sentence. The point is, make them care.

Once you've grabbed them with your headline. Don't let them escape. It may seem odd, but the last words of your letter--the PS--are often read right after the headline. A PS is the best way to end your letter. It sticks out from the body and grabs attention. Don't waste your PS. Say something that will encourage your reader to go back to the beginning and start to read.

The first paragraph is crucial, so get to the point. Give them the guts of your offer and what makes your offer so good. How much money is it going to save/earn them. How will their lives be dramatically improved. Whatever makes your offer worthwhile must be there.

By this point you either have their interest or you don't. If you do, the remainder of the letter must answer the basic questions and address the common doubts your reader may have. After all, you've worked hard get them this far, it would be a shame to lose them on a technicality.

Fill the body of your letter with benefits, not features. Give it the "so what" test. If a benefit doesn't answer the question "so what?" for your target audience, it's a feature not a benefit. Dig deeper and discover what your offer really delivers to your target.

Speak to your target in their language. Write informally. Ask rhetorical questions. Create as conversational a letter as you can. However, take care when using humour. It can backfire, because we don't all have the same sense of it. Unless you know for sure, keep humour to a minimum.

Busy, busy, busy. I know it, you know it. Everyone is busy. They probably won't read everything in your letter, but guide them to the good bits. Embolden the bits they'll care about. It'll encourage them to keep reading. (But don't embolden your company or product name. Your names may be interesting to you, but they're not what's interesting to your target.)

Now that you've told them how great your offer is, get someone else to tell them too. It sounds so much better coming from someone else. In the body of your letter, sprinkle a testimonial or two. Write them yourself, and then ask one of your best clients if they would be comfortable having it quoted under their name. Focus on the results your clients have achieved. Testimonials are best if they are believable and don't gush.

Once you've covered all the possible doubts and questions in the body, it's time to put your best foot forward again. Repeat your offer. And, if you can, offer a guarantee of satisfaction. Make trying your services a risk-free endeavour. Unfortunately, this is difficult for some service-based companies because often their services aren't directly quantifiable.

Just to make your life more difficult, with business-to-business marketing, keep your letter to one page. If your letter is more than one page, re-write it.

Before you set your letter loose upon the world, try a test on a limited number of prospects. Fine-tune it according to your responses. Then continue to track your responses to further fine-tune both the letter, and your target market.

A sales letter won't do it all. Keep up your other marketing efforts, and don't forget to quickly follow up on all leads generated by your sales letter.

Put together with care and skill, a good sales letter will prepare your audience for your sales approach. A great sales letter will have them out looking for you.

Keith Thirgood, Creative Director

Capstone Communications Group

Helping businesses get more business through innovative marketing

http://www.capstonecomm.com/

Miracles are Your Responsibility!

2008-01-01T05:22:00.000-08:00

John Di Lemme on "Miracles are your responsibility"
Miracles are your responsibility! What does that mean? Simple...You have a responsibility to create miracles in your own life. The responsibility lies on your shoulders. You cannot blame anyone else, and you can’t look outside of yourself for someone else to create the miracles for you. In this article, I’m going to break down the word “Miracle”, because each of you have a responsibility. As you know, my Why is to impact others and change the world one heart at a time. As you read this today, my goal is for you to take responsibility and realize that you have the innate ability to create miracles. So let’s get started!
The letter “M” means Momentum, which is created by you. You must create Momentum in your life for yourself, for your Why, for your family, for your success, for your finances, for your health...YOU create Momentum! No one else will do it for you. You aren’t a surfer waiting for the next wave to come in. You and only you must create your own Momentum to drive you toward creating your Miracle!
The letter “I” stands for Incentive. You must have something inciting you to action...your ultimate “Why”. Why are you doing what you are doing? Why do you want to begin that business? An Incentive builds the foundation that keeps you focused on your Miracle. No doubt about it! But again, it is your responsibility to determine what your incentive is and how it will drive you toward your Miracle.
The letter “R” stands for Revelation. As you read this today, get a Revelation! It’s your responsibility...no one else’s. It doesn’t matter who you are, where you came from, how much money you have...get a Revelation. YOU can and will create Miracles!
The letter “A” stands for Action. I know you’ve heard this before, but read this today, print it out and decide that you are going to take Action to create Miracles. Once again, no one will do it for you! Take the Action that you know that you need to take to create your Miracle.
The letter “C” stands for Commitment. Finally...once and for all…dive right into it...get Committed to your Miracle! It’s your responsibility. Inside you is a reason for why you are here…your Miracle...so Commit to it. Go for it!
The letter “L” stands for Love. You must Love what you do. You must Love the Miracle that you are focused on creating. If your Miracle is all about money...you will fail! Your Miracle cannot be based on money. Your Miracle must be based on what you can do to impact the world, which will produce everlasting results. You will produce true Miracles! Don’t let anyone else tell you what you must do for money. Love what you do and create your own Miracles.
The letter “E” stands for Energy. Your gonna need Energy to create your Miracle. There’s no such thing as it “falling in your lap”, “luck” or “winning the lotto” in a success mindset. It takes hard work! You need the Energy to take those daily action steps to create your Miracle. Again, it is your responsibility to maintain your Energy to create your Miracle. Miracle...It’s your responsibility.
As I say,
You must be absolutely clear about your goal and be relentless in your pursuit of Your "WHY!"
Changing Lives!
John Di Lemme

Selling "-abilities" : Part 2

2008-01-01T05:16:00.000-08:00

In the last article I talked about different strategies for selling the ‘reliability’ aspect of your software or hardware. I mentioned how most high tech salespeople love to talk about their “-abilities”: Reliability, Upgradeability, Compatibility and Expandability. In this article I want to discuss how to sell upgradeability. When is the right time to sell upgradeability? When do you mention the possibility of future upgrades? How do you position future upgrades to software or hardware with a new or existing customer without selling yourself short? How often should your company release upgrades? These are all great questions when it comes to the art of selling upgrades.

Selling Upgradeability

So how do you sell upgradeability? Well, lets start with a basic question. What does the word upgradeability bring to mind when a salesperson mentions the word? If you’re like myself, I think the product has room for improvement and in the future if I choose, I can upgrade to whatever new capabilities the software or hardware may offer. Microsoft Windows epitomizes the model for selling upgradeability. There are four ways to sell upgradeability:

Strategy 1: Ernest Dichter a famous advertisement executive made a statement that talked about how we as sales or marketers must use the techniques of motivational thinking to make people constructively discontent. Dichter knew people would only buy a product when they are discontent with what they currently have. The job of marketing and sales is to make ‘people constructively discontent’ with what they’re currently using. A good example of this is our migration from the audiotape to the compact disc. Marketers reminded us of that annoying ‘hiss’ sound with tapes and how time consuming it was to rewind or fast-forward to find our favorite song. They went on to promise the delivery of full ‘fidelity’ with the compact disc along with the ease and convenience of finding your favorite song. Consumers bought the argument and the age of the compact disc was heralded in. When selling upgrades, are you making your customer ‘constructively discontent’?

Strategy 2: When I hear upgrade in any sales pitch I immediately think of options. The task of the salesman is to give the customer a ‘vision’ of what could be possible if they chose your product and decide later on to upgrade. Upgradability indicates there are other features that can be purchased without having to absorb the cost for them all at once. A customer likes to know that if they are satisfied with the products performance that they could upgrade at any time to something more sophisticated or advanced. This piece meal approach is especially effective with customers who have limited budgets.

Strategy 3: Upgradeability, especially second or third generation indicates to the customer that your company is continually improving on the product (i.e., responding to customer needs and investing in Research & Development). This is key; many customers want to be reassured that the product has not ‘peaked in performance’ and that you will be improving the product over time. Upgrades should be sold on average once a year. To many upgrades a year can be seen as ‘product fixes’ or another way of extracting further sales from a customer leading to ‘buyer resentment’.

Strategy 4: A major mistake made by many salespeople is not taking the time to show or prove to the customer how using your product will increase sales and effectiveness thereby leading to quick return on the buyer’s Return On Investment (ROI). Customers want to see hard numbers on how the solution you’re offering is going to positively affect the bottom line. Too often salespeople will say things like, “This is going to improve you productivity.”, “This will make your employees more effective in their jobs.” Or, “This is going save your company a lot of money adding this upgrade.” All these statements are qualitative, not quantitative; the latter can be proven, the former is just an assertion. Customers want quantitative proof of how your upgrade is going to improve their profitability either by increasing sales or reducing their cost. Highly trained salespeople go into a customer meeting armed with quantitative proof of how upgrading to the next product level will achieve their profitability goals.

Upgrades are a great way to add an additional revenue stream to your company’s bottom line. Again, think Microsoft. Every year or so, a new version of Windows comes out and many of us technophiles rush out and buy it. How can you create this type of excitement or anticipation with your company’s product upgrades?

Victor Gonzalez, All Rights Reserved 2004

Victor Gonzalez, top motivational speaker, sales trainer and author of “The LOGIC of Success”. For more info go to: www.thelogicofsuccess.com or by email victor@thelogicofsuccess.com

Selling Abilities - Part 1

2007-12-31T01:44:00.000-08:00

Selling “-abilities”: Reliability

(Part 1 of 4)

Most salespeople love to talk about their “-abilities”: Reliability, Upgradeability, Compatibility and Expandability. Salespeople feel stronger and more confident when they can use their ‘abilities’ to convince the customer to make a buying decision. But what happens when the customer still doesn’t buy? What happens when you keep repeating your abilities but get no response or pulse from the customer? Many salespeople overuse their company's abilities. Repetition or sounding like everyone else has the affect of dulling a customer’s buying senses. So, how do you sell ‘abilities’ effectively? Lets start with reliability in this first of four articles.

Selling Reliability
In any selling situation whether product or service, mostly the former, the term reliability is bound to be raised as a point of contention or objection. Twenty years ago reliability was much more of an issue then it is today when it came to hardware sales. Today, with the improvement of semiconductor electronics, the consolidation of component on chips or boards and the reduced dependence on moveable parts (e.g., mechanical v. electronics), reliability is less of an issue when it comes to hardware.
Reliability as it applies to selling software on the other hand is another animal altogether. As programs have gotten more robust, requiring millions of lines of codes, they’ve become more susceptible to ‘bugs’ and operating system errors.

There are three basic strategies for overcoming reliability objections or issues with software and/or hardware products:

Strategy #1: References are only good when they are similar in company structure and needs. If you have customer with similar profiles to the company you’re trying to sell to, use that customer as a reference. The reference company should have a similar profile in terms of requirements (e.g., many offices distributed, over 1,000 employees who’ll access the system, etc.). Warning: Using a company’s competitor as a reference can backfire.

Strategy #2: Agree to set up an onsite trial where the software (or hardware) can be used and exercised to it’s fullest. This strategy is referred to as ‘beta testing’. One approach is to use one of the company’s smaller departments. The benefit to you the salesperson is that you’ll be able provide and support a more controlled environment. If the software or hardware works within the department, you will be able to leverage that success company-wide. Warning: These tests should only be done when your product(s) has passed your own ‘bug & crash’ test.

Strategy #3: Many large corporations have some type of certification program. Some of these programs are either done in-house or outsourced to some third-party company who specializes in testing products. Take a look at one of your appliances at home and you’ll note that it has been certified as reliable by some third-party laboratory (e.g., U.L.). If a company has an in-house certification program, the first step in the selling process is to get the product approved. Here is where a salesperson’s technical support team can play a key role in ‘helping and expediting’ the certification along. If the certification is to be done by a third party, all you can do is hope your product passes. The key here is to get your product(s) approved and “spec’d in” (i.e., specifications approved) by the company. Once this happens, a path is cleared for the salesperson to begin the selling process.

In all three strategies, a lot of selling has to be done, not some much about the product, but about your company. Buyers need to know that your product is highly reliable and that you are equipped to support it over the long run. Keep in mind that a buyer has to invest time and effort just to help ‘you’ sell them. Great salespeople understand that they are inconveniencing the company. Which is why great salespeople will do anything and everything to make sure the testing phase goes smoothly without undue demands on the potential buyer. These types of sales have long cycles and require patience, understanding and flexibility on the part of the seller.
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© 2003. Victor Gonzalez. All Rights in All Media Reserved. Victor Gonzalez is a sales trainer and motivational coach.

Selling With Purpose

2007-12-31T01:32:00.000-08:00

Selling With Purpose

What is it about selling that makes you afraid? Do you get nervous at the hint of having to sell? Is it the fear of rejection that scares you? Is it the fear of not being able to communicate effectively?

Define Your Fear. What is it about selling that makes you afraid? Next question, how did you develop this fear? What is it based on?

a) Many people fear sales because they’re afraid of being rejected as I mention.

b) Others simply fear being the center of attention; especially when giving a presentation in front a large group of people.

c) Some fear selling because they’re simply unprepared to answer tough questions or don’t have a deep understanding of the product or service they’re selling.

d) Could it be you don’t believe in the product or service your selling?

e) Other _______________________________________________

Why do your fear selling? Circle one before you proceed.

Checking Your Premise. Now that you selected, I want you to check the premise of your answer. In other words, I want you to question the validity of your fear. If you chose C, for example, then your fear isn’t selling; it has more to do with being unprepared and the potential ‘shame’ of being exposed in public. Take the necessary steps to learn the product; this confidence in your knowledge will minimize your fear. If you chose B, you have to question why you’re afraid of getting up in front of others. Did you have a bad experience when you were younger? Or, are you still programmed by the “children should be seen and not heard’ parental reminder? To overcome the fear, you must first check the premise (validity) of why you hold that fear. No one every died from giving a sales presentation...at least not to my knowledge.

Like What You Sell. I can’t emphasize this enough. When you sell what you love, you're selling from a position of belief. When you believe in something strongly, that enthusiasm squeezes out the fear. Are you selling something your really believe in or are you selling in order to get a paycheck? If the answer is the latter, you may be successful selling, but you’ll never achieve a true level of success (i.e., making money doing what you love). If you don’t truly believe in what you’re selling, you will always be selling from a position of doubt. Doubt breeds fear. Seek out products you love to sell.

Measure Success Over Time. Many trainers advocate measuring your successes on a daily basis. Let’s get real here. Some of my days are full of setbacks making measuring success on daily basis painful. Daily actions are just minor events leading up to the main event; the sale. Don’t measure minor events, measure main events. A runner doesn’t count how many running steps it took to get to the finish line, he instead focuses on getting there! Stay focus on the main event, the sale, and not the day-to-day ups and downs.

Small Elephant Bites. Remember, the only way to eat an elephant is one bite at a time. Begin with small attainable objectives, than move on to larger ones. Build momentum.

Indicators. When you succeed or have a win, take a mental inventory of how it came about. Analyze in your mind the steps you took to manifest this win. When things don’t go well, do the same thing; analyze your thoughts and actions and ask, "What should I have done differently?". Setbacks are indicators or guideposts on the road to sales success.

Don’t Take It Personal. Earl Nightengale once said that success plays no favorites. Success only favors those who persist and don’t give up. Selling is about persistence. Persistence is about not taking rejection personally. When clients or people refuse to buy from you, learn to ask “Why?”. And no matter the response you get back from the customer, learn to depersonalize it and then learn from it. Only sissies take things personally (don’t be a sales sissy)!

There is one eternal truth about this free market we call capitalism…selling keeps the economy moving. Selling is the grease that lubricates the economic machine and keeps all its moveable parts in motion. From this moment on, as a salesperson, I want you to view your profession as the necessary component for keeping this economy going. I want you to see purpose in your profession. Purpose squeezes out fear in order to make room for enthusiasm.
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FREE book, The Logic of Success at www.thelogicofsuccess.com

© 2003-2004. Victor Gonzalez. All Rights in All Media Reserved. Victor Gonzalez is a sales trainer and motivational coach. To learn more or to contact Victor directly, please visit www.thelogicofsuccess.com

Selling: an art of a skill?

2007-12-31T01:31:00.000-08:00

Selling is as much an art as it is a skill. The basics of the selling process can be learned by anyone, but the practice of selling is something that the super star sales people have brought to an art level.

What gets them to that level?

1. Superstars develop their own style. They know who they are and are comfortable with it. They watch the masters, but don’t copy the masters. They know whether their humor delights people or turns them off. They know how aggressive they can be and when to back off. They are great readers of people and people’s reactions.

In the business of speaking I think of Tom Peters who is one of the biggest management gurus of our time. He commands tremendous fees for speaking and is booked constantly. But when I watch him I am fascinated by the rules he breaks when speaking. He paces like a lion, he shouts to the point of straining his voice, he uses notes – all things that we are taught not to do. But it works for

him. In contrast you have Maya Angelou who stands in one place and delivers in melodious tones and hold her audience riveted just as Tom Peters does. Different styles – both work.

In the field of acting you have Jim Carey who practically turns himself inside out to get his point across and you have Sir Anthony Hopkins who can get his point across with the raising of his eyebrow. Different styles – both work.

I have seen waitresses interact with customers. Some are brash and funny, others are sweet and accommodating. Both types make good tips because they’ve developed their own style.

I have bought from sales people who have been persistent and I have bought from another who let me go at my own pace. I’ve been comfortable with both because they didn’t try to be someone they aren’t.

2. Superstars know their strengths. Superstars are constantly evaluating themselves. They work at developing their strengths. They know what works for them and will repeat it over and over. They get better with each sales call.

Although they capitalize on their strengths, they don’t ignore their weaknesses. They monitor their weaknesses and work on improving in those areas – but not in front of their clients. They find opportunities to practice on their friends, family and strangers. When they feel they have improved, they will then start incorporating those new behaviors into their sales presentation.

Because what had been a weakness is now under their control, they begin to use them as their strength. Thus, they constantly work to use their strengths to their and their customer’s benefit.

3. Superstars have confidence in their ability. Just like great athletes, they have practices their craft over and over again. They know what works for them. They are confident in their ability. When it comes time for them to close the prospect, they are able to deliver with a confidence that the prospect believes in.

4. Superstars don’t leave it to chance. They are practiced, well prepared people. They use winning phrases, they remember past successes. They write down and memorize anything that has worked in the past.

5. Superstars use a proven formula that is just right for them. All the techniques that are taught by sales trainers work. It is finding one that works for you and using it. Jumping from one to another does not give you the opportunity to hone your skills. Find one that works for you and use it all the time.

The basics of selling are Prospecting, rapport building, question asking, presenting, question answering, closing and follow up. There are variations on these basics, but it all comes down to these 6 skills.

6. Superstars don’t use gimmicks. Gimmicks work one time, but the prospect is apt to feel manipulated. If your customer feels manipulated they won’t give you referrals, they won’t want to buy from you again and you can be sure they’ll tell all their friends not to buy from you.

Margo Chevers, author of the book STOP the BS (bad service), has been providing sales and customer service seminars and consulting to a diverse cross-section of industries for the past 15 years. For information about Margo Chevers’ speaking or training schedule call (800) 858-0797 or Margo@MargoChevers.com

Selling the Dr. Seuss Way

2007-12-29T21:01:00.001-08:00

“I am Sam. Sam I am. Do you like green eggs and ham? Would you like them here or there? Would you like them in a box, would you like them with a fox?”

I think most people have read this Dr. Seuss tale either as kids or to their children. What is interesting is the relevance this story has to selling. First of all, Sam is selling a product and although his prospect is not initially interested, Sam doesn’t let that deter him from asking. Secondly, Sam consistently offers the prospect a choice when trying to close the sale. Thirdly, he refuses to give up. No matter how many times his prospect says ‘no’ Sam keeps offering alternatives. In fact, he offers fourteen options before he finally closes the sale.

Now, I am not suggesting that you pester your customers or prospects but I do believe most people give up too early in the sales process. We hear a few “no’s” and decide to turn our attention elsewhere. It is your responsibility as a sales professional to ask the customer to make a decision - you cannot expect a customer to do the work for you. If you have been effective in learning about their specific needs and current situation and presented the appropriate solution to your prospect then you have earned the right to ask them for their money. Here are a few ideas that will help you reach this point:

Avoid launching into a lengthy discussion of what you can do for your client until you thoroughly understand what business challenges they face and the problems, concerns or issues they need resolved. Use open questioning to gather this information and avoid making assumptions or jumping to conclusions too quickly. Instead, listen carefully to what they say and clarify anything that is not clear. Ask them to elaborate by using prompters such as “uh-huh,” “tell me more,” and “what else?”

When it comes time to present your product or service, try not to limit the prospect to one option. Provide a choice of solutions that meet their specific concerns. Explain the benefits of each option, and when necessary, also discuss the drawbacks of each alternative. However, do not present so many options that the decision becomes overwhelming or difficult. Be prepared to tell your prospect which option best suits their needs if they ask.

Speak in terms they can understand, avoiding the use of terminology they may not recognize. A case in point; as I developed my web site, I found myself talking to people who were extremely knowledgeable but they used terminology that sounded like a foreign language to me. I found myself getting frustrated, and in some cases feeling a bit dumb, because I had to keep asking them what they meant. Be very cautious how much jargon you use in your presentations and make sure your customer understands what you are saying.

Recognize that objections are a natural component of the sales process. It’s common for a customer express several objections before she makes the decision to commit to the purchase. Don’t take these objections personally and do not assume that it means the other person is not interested. Understand that your prospect will likely have specific concerns about making a decision particularly if they have never done business with you. Clarify their objections to uncover the true hesitation – do not hesitate to probe deeper to explore the real issues preventing them from making a decision. In most cases, your prospect will give you the information you need providing you keep your approach non-confrontational and neutral. Learn to handle objections in a non-argumentative manner. When you uncover their true objection keep your response brief and to the point. Talking too much will seem that you are trying to justify your product or price. Plus, you can sometimes talk yourself out a sale if you aren’t careful.

Ask for the sale. In many cases, your prospect expects you to ask for the sale. And as long as you do not pressure or try to coerce them into making a decision, they won’t be offended by your request. Develop the confidence to ask for the sale in a variety of ways and begin asking every qualified person for their commitment. Recognize that many people want to be given permission to make a decision and look to the salesperson for that permission.

Lastly, take a lesson from Sam and learn the importance of polite persistence. The most successful sales people ask for the sale seven or eight times and don’t give up at the first sign of resistance. Research has shown that these individuals consistently earn more than their coworkers and peers.

Copyright 2004, Kelley Robertson

Kelley Robertson, President of the Robertson Training Group, works with businesses to help them increase their sales and motivate their employees. He is also the author of “Stop, Ask & Listen – Proven sales techniques to turn browsers into buyers.” Visit his website at www.RobertsonTrainingGroup.com and receive a FREE copy of “100 Ways to Increase Your Sales” by subscribing to his 59-Second Tip, a free weekly e-zine.

H.A.B.I.T

2007-12-29T20:58:00.000-08:00

H-A-B-I-T...When 95% of people hear this word, a negative thought pops up in their minds. Typically, most people think of a habit being negative. The secret to your future lies in your daily habits so ask yourself right now, "Are my habits today going to help me achieve my WHY in life?" This is a life-empowering question if you truly ask it and listen for the answer.

I received the following excerpt from a very dear friend of mine and felt that it is definitely the best explanation of a habit that I have ever heard:

I am your constant companion.

I am your greatest helper or your heaviest burden.

I will push you onward or drag you down to failure.

I am completely at your command. Half the things you do, you might just as well turn over to me,

and I will be able to do them quickly and correctly.

I am easily managed; you must merely be firm with me.

Show me exactly how you want something done, and after a few

lessons I will do it automatically.

I am the servant of all great men.

And, alas, of all failures as well.

Those who are great, I have made great.

Those who are failures, I have made failures.

I am not a machine, though I work with all the precision of a machine.

Plus, the intelligence of a man.

You may run me for profit, or run me for ruin; it makes no difference to me.

Take me, train me, be firm with me and I will put the world at your feet.

Be easy with me, and I will destroy you.

Who am I?

I am a HABIT!

One of my daily habits that is the foundation of my life is spending 45-60 minutes each and every morning feeding my body physically by exercising and feeding my mental spirit by reading or listening to a motivational message. This habit warms me up for the day ahead. Everyone washes their physical body and feeds their body every morning, but 95% of people will find an excuse about why they can not find the "TIME" to invest in a habit of feeding their MINDS! This parallels the statistic that 95% of people are dead or dead broke by the age 65. I consider this particular daily habit of mine to be the driving force behind my ability to consistently maintain my intense focus on the journey of success and living a dream life.

Is it easy all the time? Of course not, but when it becomes a habit – you will do it! If you commit today to begin each morning warming yourself up for the day ahead by feeding your mental spirit, your entire life will change in a positive fashion very quickly. It is like driving a race car with the emergency brake on and you try to go ahead, but you can’t move. You stay in the same location with your wheels spinning, burning up, making a lot of noise, but not going anywhere! All it takes is to release the brake and you will fly towards toward your WHY in life!! You need to review what your habits are and ask yourself…“Would I recommend MY habits to someone I truly love and care about?” Your entire future lies in your daily habits—positive or negative. You have the most powerful force right now in your hands, the ability to decide what your habits will begin to be.

Find Your WHY & FLY!!

As I say,

You must be absolutely clear about your goal and be relentless in your pursuit of Your "WHY!"

Changing Lives!

John Di Lemme http://www.FindYourWhy.com Free Weekly Ezine

Power Tips

2007-12-29T20:12:00.000-08:00

Everybody likes to buy, because buying is fun. If you don't believe this, try to find a parking space at a shopping mall, or a seat at an auction, this weekend. However, while buying is fun and exciting, nobody likes to be sold. The truth is: the best salespeople don't "sell" their customers; they help them buy.

• Get emotional. When presenting your product or service, do not attempt to appeal strictly to the buyer's rational mind with a list of perfectly logical reasons to buy. Instead, fire their imaginations, and appeal to their emotions. Stress the benefits and rewards of owning your product or using your services. If possible, have them hold your product in their hands. Use colorful verbal illustrations that stress benefits. Sprinkle in some brief case histories. Be likeable. Have some fun. Above all, let the customer do most of the talking. Take the pressure to buy out of the experience, and the successful close will come naturally.

• What buyers want. In most business-to-business sales situations, the central question on buyers' minds is, "What's in it for me?" Take note: the question is, "What's in it for me?" not, "What's in it for my company?" Let prospects know how your product or service will help them to:

Make their jobs easier | Look good to management

Gain respect and prestige | Advance their careers

Be appreciated | Save time

Have some fun and excitement | Stay ahead of the competition

Minimize their personal risk

Remember, the central question you must answer for the prospect is, "What's in it for me?"

• Respect your buyer's intelligence. Speak to your potential customer as if you were talking with an intelligent, yet uninformed friend. Do not insult your prospect's intelligence with inane leading questions such as, "We all want to save time and money, right?" Instead, simply state, "Our product will save you both time and money," and immediately follow this statement with a brief example or two. Allow the prospect to respond to your time and money-savings premise. A high-pressure "What's there to think about?" approach doesn't work in today's business environment. Your buyers are smart, and deserve your respect.

• What's in a name? There is no sweeter music than the sound of one's own name. Try to use your prospect's name a couple of times during your sales presentation. However, don't overdo it, or you'll sound insincere and patronizing. If your buyer's name is difficult to pronounce, get the correct pronunciation from the receptionist or secretary. Write it out phonetically, and say it aloud a few times before your meeting.

• The nose knows! Do not overwhelm your client's olfactory sense. It is a major turnoff for buyers when a salesperson reeks of perfume, cologne, or aftershave. Prospects will often cut the meeting short just to escape the smell. Rule of thumb: use only enough fragrance that if a loved one were nuzzling your neck, the scent could barely be detected.

• Be on time, but don't come early. While this seems painfully obvious, you might be surprised to learn how many sales folk show up late, with some lame excuse. Arriving too early for a meeting is nearly as bad. Never arrive more than ten minutes before your scheduled appointment. Being punctual shows respect and good business form, and will get your meeting off to a good start.

• Create powerful imagery. Instead of saying to a business owner, "Your employees will really appreciate this program," consider saying with a smile, "Your employees will stand up and applaud you for giving them this program." Don't worry; the buyer will allow this bit of poetic license. Even though he knows his employees won't really stand up and applaud, the mental image of them doing so is powerful.

• Beware the time bandits. Everyone needs a break from the action. However, 20 minutes a day wasted on office small talk, surfing the Net, or personal phone calls adds up to two full weeks a year in lost production. How many sales could you make in two weeks? Eliminate these time bandits, and watch your productivity climb.

• Don't interrogate buyers. A recent article in a leading sales publication advised "intense questioning" of prospects to determine their needs. The writer included a laundry list of questions that were both intrusive and transparent. Sophisticated buyers perceive too many probing questions, especially in the first stages of a meeting, as a pitch-tailoring sales tactic - which, of course, is exactly what it is. If you get prospects talking and follow the 80/20 Rule - you listen 80% of the time and talk only 20% of the time - many of your questions will be answered before you even ask them. Sure, you still have to ask questions and seek clarification. But your fact-finding process should flow naturally in response to buyers' comments and conversational pauses. Do not put them on the hot seat.

• Breaking the ice. Some telephone cold-call gurus will tell you to offer a pleasantry or two after introducing yourself. They are wrong. Avoid the opening, "How are you?" When spoken over the phone to a stranger, the phrase reeks of insincerity. You might as well scream, "I am a salesperson!" Instead, employ a more businesslike opening, such as, "The reason I'm calling you this morning is to learn about your company's personnel needs, and to see if we can be of help." In other words, after introducing yourself, state the reason for your call. Prospects will appreciate your honesty and respect for their time and intelligence. Only ask, "How are you?" after you've progressed beyond the initial contact, and a relationship has been established.

• Don't answer a question with a question. Again, contrary to conventional sales training wisdom, never answer a question with a question. This tactic is usually perceived by the prospect as evasive. For example, if your buyer asks, "When can you ship?" do not respond, "When do you need it?" This strategy diminishes your credibility. Simply tell him your average shipping time, and ask if that works for him. If not, go to bat for him, and if possible, get it for him when he wants it.

• Look sharp. The old cliché about dressing for success especially holds true in sales. Your clothes and personal grooming speak volumes about you to buyers, co-workers, and management. If you are looking good, you are undoubtedly feeling good, and you will close more sales. Take a critical look at your appearance, keeping in mind that shoes are one of the first things noticed. Your working wardrobe should be made up entirely of the following materials: cotton, wool, silk, linen and leather. That's it. For men, facial hair is generally a negative. (Name the last politician elected to the presidency who had a moustache or beard.) There are several good books on sharp dressing and good grooming. John T. Molloy's New Dress for Success is an update of the classic.

• Never thank anyone for taking your call. This seemingly polite gesture immediately puts you in a subordinate role - and subordinates are easily dismissed. For the same reason, when you finally make contact with a difficult-to-reach prospect, never open with, "You're a hard person to get hold of!"

• Mood follows form. When you feel in winning form, you smile, stand up straight, and walk with confidence. On some gloomy, depressing day, try this: smile, stretch, and strut. You will feel your mood begin to lighten as your physical actions mimic those of a winner. The same thing goes for your phone personality. If you sit up straight and smile, you will begin to feel self-confident and purposeful. Your voice will reflect those qualities, and you will enjoy more successful contacts with prospects and clients.

• Let the buyer lead. While you always want to maintain subtle control of your conversations with prospective buyers or clients, modify your pace and style to match theirs - sort of like dancing. If your customer likes to chat, by all means indulge in a little small talk. Conversely, do not ask Mr. Down-To-Business about his weekend plans. If a client has a breezy, big-picture personality, do not bog him down with details. This personality type loves to hear, "I'll take care of everything for you." However, if a prospect has questions about every detail, take the time to carefully review the nuts and bolts with him. Reading your buyer's personality and conversational style will pay big dividends in increased sales.

• Buyers are like cats (and you're probably a dog!) Just like our feline friends, buyers can be a difficult lot: suspicious, wary, finicky, independent, aloof. If you chase after one, it always runs. If you attempt to coax it, it invariably ignores you. However, if you sit quietly, letting the cat take its time and make up its own mind, before you know it, it's purring on your lap.

Michael Dalton Johnson is the Editor & Publisher of "Top Dog Sales Secrets", the best-selling sales book featuring advice from 50 renowned sales experts. He is the Founder and Publisher of SalesDog.com, an education resource for sales professionals. Johnson is a successful entrepreneur with over 30 years of business leadership. For a free subscription to his weekly sales tips newsletter, visit his website at http://www.SalesDog.com