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Do you have a defined selling system? There’s a number of them that you can use. Of course, I'm biased to Sandler. I think it's the best process and system out there. But any system is only as good as you apply it.
The challenge can be when using and adapting the submarine to different sales situations. In the average sales conversation, you can use the submarine in order. Sometimes the pushback is "Well, that doesn't apply to my industry. It doesn't apply to what I sell."

What kind of salesperson should you always be on the lookout for? What specific traits does the ideal sales hire always possess, no matter what industry you’re in, and no matter what your market looks like?

 

One of my observations in the many years of coaching salespeople (and actually coaching myself), is that it's possible in the buyer-seller dance to fall into the category of being either too nurturing or too firm in your approach. Neither one of them is good.

Selling for a living in the twenty-first century requires coming to terms with a dizzying array of interconnected, hard-to-anticipate changes in the areas of technology, marketplace trends, and client agendas. Falling behind in any one of these areas means losing relevance and with it, your competitive edge.

 

Often, we’re frightened when we come to terms with a problem that has grown out of proportion and seems dangerous. As these problems manifest, we become more and more aware of the intricacies that have created it. The hardest truth to face when it comes to challenges that build up overtime is that they are typically products of our own creation. Often, built out of a lack of perspective to our own coded responses that come from the autopilot of repeated behavior.

 

Selling to major accounts, also known as enterprise accounts, is radically different from selling in other spaces. For one thing, the major account selling cycle is a continuous process – continuous because there’s no end to the cycle of selling to and serving large accounts. And the streams of transactions over time between buying and selling organizations constitute a client journey with a distinctive itinerary along a clear roadmap, a roadmap that delivers value on an ongoing basis.

 

Have you ever thought about how your environment affects your mindset, your behaviors, and your results? If you change your environment, you change your results and ultimately change your life. The challenge is, if you stay in the same environment for too long (especially if the environment is less than positive) you can find yourself ineffective in many different critical areas.

When you’re calling on the cast of characters in your sales process, you’re going to have multiple people involved. Multiple decision makers.
It’s key to have a better understanding of the different types of decision makers and their equally different buying motivations.

Mike Montague interviews James Abraham on How to Succeed at Dealing with Uncertainty.

Listen Time: 20 Minutes

This year, on Fridays, Dave talks about the attitude, behavior, and techniques of successful sales managers as he shares his thoughts on the 49 Sandler Rules for Sales Leaders.

Listen Time: 11 Minutes

Of all the sales leaders we work with, we consistently hear the same adage: “I need to hold my salespeople accountable.” That's fine in theory, but the question that sales leaders must ask themselves first is, “What exactly am I holding them accountable to?”

Read Time: 6 Minutes