| Running after a client when you don't know what | | | | over the purchasing decision and in fact be able to |
| prompts her decision to purchase is frustrating. | | | | encourage the timing of that decision, you'd fell |
| Feeling as if your sales strategy is not working | | | | better. If you didn't have to worry about |
| and that you are not connecting with that | | | | contacting your client so much and instead spent |
| strategy in a successful way is uncomfortable. | | | | more time providing substantial answers to your |
| You begin to fear you are missing out on | | | | client's problems everything would feel better. |
| success, and every time you see one of your | | | | In the end, when you take stock of your |
| competitors close a deal that fear gets | | | | strategic position with your clients, you have to |
| confirmation. | | | | admit you don't have the influence you desire. In |
| You can ask your clients as many questions as | | | | fact, you don't have the influence that you |
| you want, you can stay in touch expecting to be | | | | absolutely need to produce the sales numbers |
| the most visible vendor when the time to | | | | you expect. luckily there is another way. Many |
| purchase arrives but none of that really influences | | | | successful sales people have learned an alternative |
| the client's decision to purchase. What makes this | | | | method for engaging their clients. These strategic |
| all so confusing is the lack of a hook by which to | | | | sales methods deal with actual market information |
| establish some control over your client's thought | | | | and serve as the hook for genuine influence over |
| process. If you cold just have more influence | | | | purchasing decisions. |