Citati iz knjige „100 Great Sales Ideas. From leading companies around the world“ autora Patrick Forsyth

The qualities that I believe make a good salesperson:

• Believe in your product

• Believe in yourself

• See a lot of people

• Pay attention to timing

• Listen to the customer—but realize that what the customer wants is not necessarily what he or she is telling you

• Develop a sense of humor

• Knock on old doors

• Ask everyone to buy

• Follow up after the sale with the same aggressiveness you demonstrated before the sale

• Use common sense
SOMETIMES, WITH SOME products, you do better not to talk about something, but to show it—demonstrate it—working. Whether it is a photocopier or a car in which you offer prospects a test drive, the principles are
YOU MAY BE pretty good at selling (even though you say so yourself), but do you know how you compare with others, not just in your own organization, but also more widely
As a result, sales messages should predominantly be benefit-led: you talk about the benefits, and use the features as factors that demonstrate how a benefit can be delivered.
IT IS AN old maxim of the world of selling that the job is not to make a sale, but to make a customer. The implication is that the business you obtain over the longer term is more important than clinching a single deal today, and there is certainly some good sense in this view. Sometimes this philosophy can be taken to extremes, and still make sense
From the aware exhibitor . . .

So say something designed to get people talking:

• What are you hoping to find at the show?

• How much do you know about us?

• Where are you from?
it is worth considering something else, something that publicly labels you as professional
SOMETIMES WE ARE reluctant to ask for referrals, yet if you are recommended to a prospect by someone who already buys from you (and is satisfied), that’s likely to give you a small head start
THIS HEADING SHOULD perhaps be followed by the words, “even when you are not.” There is no question that success, however you may choose to define it, is a sign—one that lends conviction to a sales argument.
People love to be associated with success. The “big do” indicated success, and a large number of those invited attended. It gave him and his colleagues an opportunity to sell to them, and do so in a positive atmosphere. Instead of questions being asked, assumptions were made about the success and substance of the operation. Meetings were set up, deals were done, and as January got under way new clients were signed up. A snowball effect had been created, literally in one (expensive!) evening.
THE SIMPLEST FORM of selling is just asking a question. Perhaps it is not strictly a selling technique, but it can have a persuasive effect. Imagine you are going out for a meal. The barman who says, “A double?” or “Another drink, sir?” is selling, as is the waiter who asks, “Would you like a dessert?”
However good a salesperson you are, you may conclude that a sufficient degree of credibility can only come from cooperation with someone else.
At such a time the company expects that you will have been keeping records in such a way that not only will someone else be able to pick them up and understand them, but also they will contain sufficient information for someone else to operate from. Sadly this is not always the case. How are yours? Be honest.
The first point to make is that every salesperson should accept that these are company records and not personal ones. Of course you use them and they must
Testimonials are common too, and act to beef up many a brochure as well as sales pitches
It comprises a number of attitudes, including:

• A conscious and considered awareness of the psychology of selling and how it works. The best salespeople always seem to have a clear understanding of what they are doing and of deploying the right approaches at the right moment.

• A customer focus: because the psychology of decision making and buying demands this and it is a foundation for success.

• A will to win and an ability to not allow any rejection along the way to cramp their style. As few (if any) salespeople have a 100 percent strike rate this is simply necessary.

• Persistence: because not every order comes easily or instantly.

• Creativity: even a superficial reading of this book shows the need for that.

• An awareness that selling is a dynamic process. It cannot be done by rote in the same way forever. What works for one person today may need to be done differently for someone else next week, certainly next year. Good salespeople keep their approaches updated.
Tasks ranging from administration to traveling (and details like finding somewhere to park) take up time and, if unchecked, reduce your productivity.
Quite simply, set an agenda. Let me be more specific: suggest the agenda that you want and that you feel will make being persuasive easiest, while still making the other person feel the meeting is useful to them
In this electronic age the written message is going out of style, but for many people a written message still has something special about it. Indeed maybe that is precisely because it has become rarer these days.
Every time he visited a customer in an office block, he took the stairs (on the way down is easiest!) and checked out what other organizations were operating in the building. If he found a likely prospect, it only took a moment to nip in and ask a few questions at reception
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