Article Overview: Let's say that you failed to close a company who decided against buying what you were trying to sell them. Does it make any sense to return to them and offer to sell them what they are willing to buy?
Free Download - Sales Courage and Resilience By Dave Kurlan
Best Sales Strategy for Your Company
What would you do if one of yoursalesreps called at 5 PM on a Friday, the last day of the month, on the final day of a bad quarter and said, "Good News - I closed ___________!"(insert any huge company here)
You'd get excited, yourheartwould beat a little faster, you'd feel relieved because things seem to be turning around, and you're thinking, "This is good, damn it."
You ask, "What did you close them for?"
Yoursalespersonresponds, "They bought a ___________."
(the least expensive thing in the smallest possible quantity)
You know that it would have been more appropriate for them to buy a _________________.
(the most expensive thing you sell)
You yell, "What? Are you kidding? How did that happen? And you're calling me to brag about it? Are you crazy?"
Is it better to "be in" with something sold today, or to still be out, and hoping to sell them theappropriate solutiontomorrow?
Is it better to say "they're a customer" now, or is it better to wait and do it the right way later?
Is it better to know you have to sell them one more time, or take a chance that you may never have the chance to sell them what they really need?
Let's explore the opposite scenario.
Let's say that you failed to close a company who decided against buying what you were trying to sell them. Does it make any sense to return to them and offer to sell them what they are willing to buy?
These situations occur on adaily basisin most companies, (at least the companies with enough activity taking place) and everybody has a different preference as to how they should be handled. What would you do?
Scenario 1 - happy to sell them something or wait to sell them the right solution?
Scenario 2 - return and try to sell what they're willing to buy or move on?
Here's another way of looking at it. In scenario 1, you waited to sell them theright solutionand they wouldn't buy it. So now you have moved to scenario 2...
Dave Kurlan is a best-selling author, top-rated speaker and thought leader on sales development. He is the founder and CEO of Objective Management Group, Inc., the industry leader in sales assessments and sales force evaluations, and the CEO of David Kurlan & Associates, Inc., a consulting firm specializing in sales force development.
Dave has been a top rated speaker at Inc. Magazine's Conference on Growing the Company, the Sales & Marketing Management Conference and the Gazelles Sales & Marketing Summit.
He has been featured on radio and TV, including World Business Review with General Norman Schwarzkopf, in Inc. Magazine, Selling Power Magazine, Sales & Marketing Management Magazine and Incentive Magazine.
He is the author of Mindless Selling and Baseline Selling – How to Become a Sales Superstar by Using What You Already Know about the Game of Baseball.
He created and wrote STAR, a proprietary recruiting process for hiring great salespeople, and he writes Understanding the Sales Force, a popular business Blog and is a contributing author to The Death of 20th Century Selling (Dan Seidman), Stepping Stones (Deepak Chopra and Brian Tracey) and 101 Great Ways to Improve Your Life, Volume 2 (David Riklan).
Related Forum Posts Book: Secrets of Six Figure Women
- Secrets of Six Figure Women: Surprising Strategies to up your earning and change your life
Barbara Stanny, 2002
Jacket:
Maybe you've noticed - a subtle trend is gathering steam. Quietly and steadily, the number of women making six figures or more is increasing, and it continues to rise at a rate faster than for men. From entrepreneurs to corporate executives, from white collar executives to free lancers and part timers, women are forging careers with considerable financial success.
Through extensive research and hundreds of interviews, including dialogs with more than 150 high earners whose annual incomes range from $100,000 to 7 million, Stanny discovered that ...they all had certain traits in common:
1) a profit motive
2) Audacity
3) REslience
4) Encouragement
5) Self-awareness
6) Non-attachment
7) Financial knowhow
She amplifies on these in the book itself.
Table of Contents
Intro: Welcome to the era of the six-figure woman
1. The Queen in the Countinghouse
2. The Lowdown on low earners
3. Raising the bar
4. Strategy 1: The Declaration of Intention
5. Strategy 2: Letting go of the ledge
6. Strategy 3: Get in the Game
7. Strategy 4: Speak Up
8. Strategy 5: The Stretch
9. Strategy 6: Seek Support
10. Strategy 7: Obey the rules of money
11. Claiming our power
Appendces:
Resources and websites
Tips for getting out of dent
Investing Basics: Wealthbuilding 101
Online Sales and Marketing vs Traditional
- Hi Evan,
I am noticing that many of the posts in the Sales/Marketing section deal with online marketing, SEM and and SEO and Affiliates. I was wondering if it might be a good idea to separate that section into two; 1) Online Sales and Marketing; 2) Traditional Sales and Marketing
Seek Venture Capital & Funding
- Hello,
Greetings from India.
I am Seeking Venture Capital for Offshore Software Company Start-up. Need advise along with Business Model Sample.
I have a basic outline for an offshore company.
1. Technology - like Microsoft Dot Net, Java, LAMP
2. Talent Team - Found Good Technology Developers.
3. Where I can get the leads/potential customers - Leads have been identified who are willing to move forward offshore projects.
4. I do not have resources like funding. It is a very critical factor to me
Industries: Manufacturing, Real Estate, Retail, Insurance, Distribution & Logistics, Healthcare, Industry Associations and Software Product Development, Agricultural Industries and Etc.
Services: Offshore Software Development Company.
Offices to be located: Hyderabad, Andhra Pradesh, India and USA.
Products/Services/Applications in areas like POS & Billing, Sales & Distribution, Production Planning, Material Management, Inventory Control, Plant Maintenance, Purchasing, Accounting and Logistics. Dynamic Web Programming with Database Driven Content Management Systems, Online Stores for E-Commerce, B2B Solutions, Community Portals, Website Redesign and Development, Custom ERP with Enterprise Wide Functional Modules such as Marketing, CRM, Accounting, Inventory Control, Sales & Distribution, Production Planning, Purchase & Stores, Logistics and Supply Chain.
Seek your further questions and help.
Thank you,
Best Regards, Jayapratap.
How to valuate a business
- Hi Garth - here is how we did it at Northern Crown Capital when I was helping them raise venture capital for Toronto-based entrepreneurs. Assume the start date is 2003 so 2008 projections are 5 years out:
How Northern Crown Capital Valuates a Business
2008 Financial Projections
Earnings Before Tax
$5,865,000
Tax Rate
42%
Taxes
$2,463,300
Net Earnings
$3,401,700
Amount Seeking to Raise Today
$3,500,000
Discounted Value of Future Opportunity, 5 Years Out
2008 P/E Ratio
15
Value of Company in 2008
$51,025,500
Discount Rate Applied
30%
Year 2008
$51,025,500
Year 2007
$35,717,850
Year 2006
$25,002,495
Year 2005
$17,501,747
Year 2004
$12,251,223
Value of Company at Investment in 2003
$12,251,223
Less: Investment Amount
$3,500,000
Present Value
$8,751,223
Discount for Risk & Private Company
40%
Less: Discount for Risk & Private Company
$3,500,489
Private Company Value
$5,250,734
Present Value (What the Owner Keeps)
$5,250,734
60.00%
Financing (What the Investor Gets)
$3,500,000
40.00%
Total
$8,750,734
100.00%
I hope this helps!
Re: Online Sales and Marketing vs Traditional
- [quote="ltrahan":31w9r2iz]Hi Evan,
I am noticing that many of the posts in the Sales/Marketing section deal with online marketing, SEM and and SEO and Affiliates. I was wondering if it might be a good idea to separate that section into two; 1) Online Sales and Marketing; 2) Traditional Sales and Marketing[/quote:31w9r2iz]
I second the request...
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