| Do want to be known as "The Expert" or "The | | | | the information and process simple and |
| Guru"? Do you want to advance your career and | | | | straightforward. |
| income? If you answered yes to both of these | | | | 6. Successful selling to a "Long Term Visionary" |
| questions then you need to become a "Top | | | | company. Concentrate on the technical features |
| Performer" in your profession. Whether you are | | | | and benefits of your offering. Leverage team |
| now a Manager, Executive, Consultant, Sales or | | | | selling by matching up your management and |
| Service Specialist, then Sales skills will be one of | | | | technical experts with theirs. Focus on the |
| the keys to your success. Experience and | | | | complete solution that matches or exceeds their |
| knowledge in your area of specialty may make | | | | long term business needs. |
| you an above average performer, but to be a | | | | 7. Successful selling to a "Bureaucratic" company. |
| "Top Performer" start implementing the following | | | | Decisions are usually based on past preferences, |
| 16 Sales skills and action items today. | | | | policies, and regulations. These are the toughest |
| Top performers are successful by being honest, | | | | organizations to get your foot in the door. Make |
| respecting a clients intelligence and focusing all their | | | | them aware of your offerings, be competitive on |
| energies on how to make a difference in a clients | | | | pricing, and stay in touch by providing customer |
| life. After reviewing the following "Top Performer" | | | | success stories. These companies love to follow |
| Sales skills and action items, you will know how to | | | | others. |
| be more effective, efficient, and successful. | | | | 8. After a customer has made a purchase, offer |
| Proven strategies that increase revenue per sale. | | | | a special deal on the higher grade model. |
| 1. Bigger revenue comes from bigger offerings. | | | | Proving tangible benefits help customers make the |
| Offer super sizes, volume discounts, extended | | | | right decisions. |
| contracts, offering bundles, etc. | | | | 1. It is best to have one focused benefit that |
| 2. Try small "Early Buy" incentives to increase | | | | describes "what you stand for". Put this benefit on |
| volume, but keep them small with a time limit. | | | | all your correspondence, business cards, memos, |
| You want to attract customers quickly without | | | | letters, and everything else you can think of. |
| diluting the offering pricing structure. | | | | 2. Always explain how and why you can achieve |
| 3. Stand strong on the value your offering | | | | the benefits described. |
| provides and stick with the original price. Do not | | | | 3. Show the offering benefits as measurable and |
| discount pricing on your offerings if they truly | | | | tangible proof that the offering works. |
| provide the value described. | | | | 4. Benefits should include "Loss Prevention" items. |
| 4. Increase sales revenues by providing three | | | | Describe the loss the customer will suffer if they |
| options or price points. Customers are more likely | | | | do not have your offering. |
| not to choice the lowest price. Use a set of three | | | | 5. Describe value and benefits in a story, making it |
| options to move customers from the lowest to | | | | as personal as possible. |
| the middle price range. Make sure each range is | | | | 6. Communicate benefit, uniqueness, and value in |
| well defined and the differences stand out. | | | | an easy to understand presentation. |
| 5. Successful selling to an "Dynamic, | | | | 7. Find meaningful differences in your offering by |
| Entrepreneurial" company. The buyer in this | | | | continuously quantifying your customer needs. |
| organization is inclined to make independent | | | | 8. Describe offering benefits in a story involving |
| decisions. Focus on building trust with the | | | | personal gains, feelings, etc. |
| customer, your offering, and your company. Make | | | | |