Solution selling training best practice blog | LSA Global

5 Attributes of Every Successful Sales Conversation

noreply@blogger.com (Unknown) — Tue, 14 Mar 2017 12:56:00 +0000

Sales is the heart of a business and a key determinant of a company’s profitability.

Based upon business sales training best practices, here are five components of every successful sales conversation that will let you know what it takes to be a force to be reckoned with.

1. Clear Two-Way Communication

All parties in a communication have two roles; being the speaker as well as the listener. In order to present a logical and relevant solution that will help your prospective client, you first need to listen to understand their exact situation.

Presenting a solution without understanding what matters most to them is not the way to help clients to succeed. It is acting like an order taker, not like a solution seller.

2. Asking Open-Ended Questions
Open-ended questions do not bind respondents to a simple “Yes or No” answer. Instead, it prospects to answer the question in more subjective and insightful terms.

Instead of asking, “Is the product/service working fine?” you could ask, “What issues are you facing regarding the product/service?” This will give you a better window into the thought process of the individual, allowing you to clearly identify the problem and present a relevant client-centric solution.

3. Customizing the Solution to Cater to their Exact Needs
Solution selling training 101; another reason why you should ask open ended questions is because not every client will have the same problems that can be solved by the same solutions. Every situation and client has something unique about them.

Successful sales reps do not present a generic solution to all the problems people might be dealing with. They ask effective sales questions to get an in-depth understanding of the problem after which, they adjust their approach to provide the most value to the client.

4. Knowing Honesty is the Best Policy
Nobody likes a person who lies to get what they want. Instead of making false promises, top solution sellers are honest and admit that it might not be in their client's best interest to work with them. If you put your client's best interests first, you will always be honest and transparent with prospects.

5. Affirming What Matters Most

To show your prospective client that you have been actively listening to what they have been saying and to make sure that both of you are on the same page, show your affirmation either in the form of visual cues, such as nodding in approval, or by verbally voicing it, such as “ok” or “got it.”

Whenever it makes sense, ask clarifying questions and recap what you have heard to see if you are tracking.

The Bottom Line

As you plan for your next sales call, think about how the right sales approach can create the conditions for a mutually beneficial deal. Are you prepared with sales questions that could positively impact your buyer's receptivity?

To learn more about asking the best sales questions for every client meeting, download The 30 Most Effective Sales Questions to Get Right When Selling Solutions

Top 3 Mistakes Sales People Make When Engaging With Prospects

noreply@blogger.com (Unknown) — Tue, 14 Mar 2017 12:48:00 +0000

Making a sale is not the easiest task in the world. A lot of hard work and thought goes into making a single sale, right from the moment sales representatives shortlist a list of prospective clients up to the moment when they have verbal or written approval by the customers that they are on board.

However, in the rush to close numerous deals and to meet their quarterly sales targets, many salespeople make some poor and hasty decisions which cost them a sale or worst, their job. To help you avoid those mistakes, we are listing three of the most common mistakes people make when approaching prospective clients which need to be avoided, as highlighted in numerous solution selling training sessions.

Don’t be like a Broken Record

This is the first and most common mistake made by almost every other sales representative. What most people fail to understand is that making a sale depends more on listening to what prospective clients have to say rather than indulging in one-way conversation where the majority or the talking is done by them.

Listen to what the other person has to say. Letting them communicate the problems faced by them and what their requirements are helps build trust and re-assures them that their problem will be dealt with in the best possible manner.

It will also help you in knowing the situation better, helping you come up with a solution that will most likely be welcomed by them and ultimately, will allow you to close the deal.

Not Researching the Client

Yet another unwanted characteristic which many salespeople are guilty of possessing. Sales personnel should realize that every prospective client they come across might not necessarily have the same set of requirements and may not be facing the same set of problems.

Thus, it is better to conduct a bit of research to study the nature and complexity of what is bothering your prospective client and to come up with ways in which you could attract business from that client.

This will give you a clearer idea of how to approach them and which features/benefits to sell your product/service on. Moreover, the prospective client will also be impressed by the fact that you have done your homework on them, serving as a sign of your commitment and determination.

Overselling

As you might have learnt in any solution selling training session, this is a complete no-no in the world of sales. Most sales personnel tend to glorify the product/service they are selling to the extent that they even end up lying to them in order to close the sale.

For those who have treaded on this path know all too well what this can result in; for starters, it could damage your as well as your product’s/service’s credibility and reputation in the market.

This is not something you should do if you want to build a long-term relationship with your clients. Creating a false image of a product/service in the eyes of the consumer can form a negative association with the brand.

It can also make the users expect more out of a product/service, something which cannot be delivered and can decrease the satisfaction derived from the usage.

Download our Solution Selling Training Manual.

How to Use Solution Selling to Move from Vendor to Advisor

noreply@blogger.com (Unknown) — Mon, 31 Oct 2016 20:35:00 +0000

Solution selling training teaches you how to build valued, long-term relationships with clients where you help your clients to become successful. It helps you act in a more consultative way as you align with your customer’s buying process and business goals. Your ideas and proposed solutions are shared in a way that highlights your value to the client not simply as a vendor but in the much more important role as trusted advisor.

For those of you who have not had the benefit of a proven solution selling training program, here is a quick digest of what you need to do to become that advisor your clients rely upon for information, advice, insights and, ultimately, solutions that address their most critical problems.

Trustworthy solution sellers and business advisors know how to:

Demonstrate their unwavering commitment to their customer’s success
They know how to show that they have the knowledge and experience to address their clients’ concerns. They are not self-serving but are genuinely interested in their clients’ challenges. They know how to ask the right questions and listen to the answers with understanding. They do not push products, features and benefits. They design specific solutions to help with their clients’ most pressing priorities.

Act professionally
They are on time, appropriately dressed, confident and respectful. And they are always fully prepared for a meeting so no time is wasted.

Be true
Trusted advisors and effective solution sellers are authentic. Whatever their true personality, they do not pretend to be other than who they are.

Are forthright and honest
Solution sellers must be willing to disagree with their customers when they see failure ahead. You may lose the current deal but you will gain the respect of your client and perhaps earn a referral and/or the right to address their next opportunity.

Establish rapport
True solution sales people communicate effectively and naturally. The goal is to establish common ground with clients upon which a working relationship can be solidly built.

Develop trust
When you are accountable for your actions and always keep your word, trust is built. It happens over time with your consistent delivery on commitments. It is the basic building block of all strong interpersonal relationships.

As you prove yourself knowledgeable, experienced, caring and reliable, you will achieve the higher and more respected role of advisor in your customer’s eyes…a much more enviable role than that of a mere vendor.

Download Solution Selling Toolkit for Leaders Now

Sales Coaching + Solution Selling Training = Success

noreply@blogger.com (Unknown) — Fri, 28 Oct 2016 17:57:00 +0000

Coaching in any arena is an interactive process. Whether on the athletic field or on a corporate sales team, it occurs person-to-person and its objective is to provide perspective and improve performance. The focus is not necessarily only on outcomes; coaching more appropriately focuses on the behaviors and strategies that, in the final analysis, get the desired results.

Here are some best practices for sales coaches who work as a follow-on to customized solution selling training programs:

Set up a sales coaching scheduleRegular, frequent, structured meetings are the most effective long-term. With an agreed-upon agenda and a standard meeting time, both the coach and coachee are increasingly committed to the relationship and the specific goals and objectives they have set. The process becomes so embedded in the learner’s weekly program that behavior change is just part of their plan and expectation.

Select (and/or train) the right sales coachesCoaching well requires special solution selling skills. Coaches need to genuinely care about the success of the person they are assigned, know how to give feedback in a constructive way, fully understand the consultative sales process and be experts in sales performance management. The better your sales coaches, the better the sales results. If you don’t have good sales coaches internally, look outside the company for sales coaching experts who know how to do it right.

Provide multiple sales and leadership toolsFace-to-face meetings or side-by-side sessions in the field may be the best venues for sales coaching, but they may not always be possible. When a sales coach must work virtually, try to provide them with a variety of delivery methods. How about simulations that are designed to teach specific skills like negotiating or presenting effectively? There is an element of competition in simulations that increases engagement. Another method is to conduct meetings by webcam. The interpersonal connection is more powerful than meetings by phone.

Sales coaching is the perfect answer to your desire to continue the learning beyond the solution selling training program. Sales coaches can encourage the value selling skills you know breed success and see that those sales skills are practiced correctly on the job.

Download The Truth About Sales Coaching’s Biggest Mistakes

5 Steps to Get More Sales Referrals than Your Peers

noreply@blogger.com (Unknown) — Tue, 30 Aug 2016 15:00:00 +0000

As solution selling salespeople, we know that referrals from clients, friends, partners and peers are one of the best ways to grow a business. So why aren’t salespeople better at obtaining them?

One of the most valuable pieces in our solution selling training program has to do with getting referrals. Every sales training expert will tell you that referrals can significantly boost your revenue but few tell you how to ask effectively. Here is the process we recommend:

Do differentiated work.
Sales referrals are earned. And the first step in earning a referral is doing great work and having great solutions. The second step is using your solution selling training skills to build trusting relationships based upon your competence and character as a sales professional.

Ask the right people.
Just as you would be reluctant to ask a brand new acquaintance for a favor, so should you be uneasy about asking a target client for a referral until you have proven yourself enough. How have you helped your client succeed? Have you had a chance to show that you have both the character and competence to earn their trust? It does not have to have been a huge contract or a long length of time. You may simply have provided value with special insight or expertise that helped them look at their problem in a new way. The more delighted the customer, the warmer the referral.

Make your request specific.
Some people resist giving a referral because sales people ask in a way that creates too much additional work and time. Make it easy for people to provide you with referrals by telling them exactly who you would like to speak with.
Be specific about your sweet spot client in terms of title, responsibility, and industry – even company name and specific person if possible. You might say something like, “I’m so glad our solution made a really positive impact on your sales growth. 80% of our business comes through referrals from clients just like you. What high tech sales leaders do you know who would like to improve sales performance?”

Ask for an email or phone call introduction.
Though your referral source may not always provide this, it certainly helps to break down the door. If you need to introduce yourself using their name, craft a succinct email or voicemail message that asks only for a brief call to explore possible opportunities to work together.

Circle back.
Keep your referral source informed as to your progress. And, if the referral ends up with a sale, a handwritten thank you note or small gift would be in order.

Too many salespeople resist asking for referrals or ask ineffectively. But they shouldn’t. Most clients are happy to help salespeople who provide consistent and measurable value. It is far easier than most salespeople think as long as you do it right. Go in with the attitude that you have something of real value to share. Then it’s not so much asking for a favor than spreading the word of a good deal.

To learn more, read Relationships Still Rule: Driving Business Through Networks

How to Improve Your Weekly Sales Meetings and Why

noreply@blogger.com (Unknown) — Tue, 23 Aug 2016 15:00:00 +0000

At almost every solution selling training workshop we hear sales reps complain about internal sales meetings.

We’d be surprised if you have not heard the same complaints from the sales team that the weekly meetings are a waste of time. Shame on sales leaders. It is time to improve. If you are going to take your team off the streets on a weekly basis, make sure you make their attendance worthwhile.

Maybe it’s time to get back to square one and remember why you scheduled these sales meetings in the first place. In general, the purpose of sales meetings should be to help your salesforce to succeed through some combination of:

Clarifying, monitoring and adjusting sales strategies and sales plans
Modeling and rewarding behaviors that align with your desired sales culture
Building relationships
Celebrating successes and brainstorming challenges
Working together to solve problems
Sharing market knowledge, expertise and best practices
Reinforcing key sales skills learned in solution selling training
Discussing what is happening at the corporate level

With the purpose in mind, think about how to keep a tight agenda that provides real value. Sales meetings should instruct, inform and inspire.

Instruct
Focus on a specific solution selling skill or step in your sales methodology that needs fine tuning. Your primary responsibility as a sales manager is to improve the performance of your team. Improvement requires the opportunity to learn and grow. What is it that is holding them back? Perhaps they need more work on overcoming objections or presenting more effectively. Make sure you equip your team with what they need to succeed.

Inform
Every sales team member should be very clear about what they are expected to do and how their success will be measured and rewarded. Check in each week for a quick measure of where the team stands in relation to your top 2-3 sales targets. Work together to figure out what buttons need to be pushed to succeed.

Inspire
As a sales leader, you need to inspire your sales team. Your confidence in them, your support, your readiness to provide sales performance coaching, and your upbeat attitude will set an example for them to follow. And, don’t forget to have fun. Sales team meetings should help forge the bonds that tie a high performing sales team together. Enjoying and respecting one another is a prime motivator for putting in the extra discretionary effort and committing to common goals.

With the purpose and content back in the forefront as you plan each sales meeting, don’t forget the basics of good sales meetings management. You need an agenda, a strict start and stop, and a facilitator who can keep you on task while encouraging open communication.

Now let’s see what your sales team says about your next sales team meeting!

Download Sales Best Practices Toolkit for Leaders

3 Smart Ways Top Performers Close In On Sales Targets

noreply@blogger.com (Unknown) — Sun, 31 Jul 2016 18:14:00 +0000

If you are a sales leader, you no doubt spend a good deal of time worrying about reaching your sales targets for the month, the quarter and the year. It is often a constant source of tension for sales managers and sales teams.

Sales managers through their team are held accountable for attaining their revenue targets. They become successes or failures each and every quarter and then the sales cycle begins all over again…the cycle of trying to meet and exceed sales expectations. Wouldn’t it be great if you could spend less time agonizing over making quota and more time encouraging your sales team across the finish line?

Here are three ways you can improve your sales outcomes and rest easier at night:

Make clear what your sales team should be doing to succeed.
Do you know what critical few behaviors and activities drive sales success in your marketplace? Do you know the top 5-10 sales scenarios that matter most? If not, you absolutely should. You and your sales team should know explicitly what drives success for you and your target customers.

First establish a profile of sales success by analyzing what your top performers do that works. Then see that the rest of the team is trained to follow a proven sales methodology and incentivized to practice those critical few behaviors. Unless you are selling a simple commodity, your team should receive customized solution selling training so they know how to solve real customer problems. Complex sales require business savvy, great communication skills and the ability to persuade customers that the solutions you sell are exactly what they need to succeed.

When your sales team has the solution selling skills combined with the understanding of what activities make the most sense for your specific sales strategy and culture, you will see improved results.

Know what you need to do to enable your sales team members.
How should you best spend your time to see that your sales team is successful? It may be to coach them on-the-spot toward those customer-centric behaviors you know work. Or it may be that you need to re-vamp the sales compensation system to reward the activities that foster success. Or perhaps you should review the sales territory maps for more efficient use of your team’s time. Figure it out.

Measure and track.
How else will you know if you are making a difference? As the sales team adjusts to applying new solution selling skills and behaviors and as you adjust to how you spend your time enabling the success of your sales team, gather the data that will tell you if you are moving in the right direction.

Learn more at http://www.lsaglobal.com/solution-selling-training/

Do Not Underinvest in Sales Management Training

noreply@blogger.com (Unknown) — Thu, 28 Jul 2016 20:00:00 +0000

When you are looking to boost the performance of your sales team, don’t forget that your sales managers probably need training too…not how to sell but how to motivate and support the sales team in their efforts to better sell solutions. This takes a whole different set of skills.

Go ahead and select a top quality provider to customize and deliver customize and deliver solution selling training for the sales group. The team will learn what they need to succeed at complex sales. They will learn how to build a mutually beneficial relationship with the customer, work together to diagnose and define the problem that needs solving and co-create a plan that is designed to bring real business results. All well and good. But if your sales manager does not know how to create the environment for sales skill adoption and lasting behavior change, little will change.

Managing a sales team is a critical job. Done well, the team will reach their full potential. Each salesperson will have the skills they need, the traits that work in your unique sales culture and the commitment to perform at their best because they care about delivering results for themselves, the team, the company and their clients. Done poorly, the sales team will lack the motivation and commitment required to excel.

Sales managers are a key lever in improving sales performance. Make sure they are equipped to get their job done well. See that they know how to:

Assess salesperson performance.
The best sales managers know their team members on an individual basis. They know what motivates each salesperson and what each still needs to learn in order to reach their full potential and to help their clients to succeed.

Coach their team.
Sales coaching has been identified as one of the most critical skill for successful sales managers. Our research shows that consistent sales performance coaching creates a 4-to-1 performance difference. When sales managers can support their team through on-the-spot coaching toward the critical few behaviors that matter most, sales teams perform at an ever higher level.

Manage the sales pipeline.
The best sales managers keep their eye on future opportunities and know how to prioritize those opportunities for maximum return.

Forecast with accuracy.
Company leaders rely upon their sales managers for good sales forecasts that help them make sound decisions for the future health of the business. The best sales managers know how to set up a system that incorporates individual sales reports in a way that is realistic and predictive of future revenue.

Download Sales Toolkit: "10 Important Tools for Sales Leaders"

Read Effective Sales Culture Best Practices: What is the Right Amount of Performance Pressure?

Learn more at http://www.lsaglobal.com/solution-selling-training/

Is Solution Selling for You? The Two Levels of Sales Expertise

noreply@blogger.com (Unknown) — Thu, 16 Jun 2016 23:48:00 +0000

There are two main levels of sales expertise. Depending upon your sales strategy, you may have need of both as a sales leader.

It depends upon your target market, value proposition, growth goals, product and service mix, and the complexity of your solutions. To execute your sales plan, it helps to understand just what critical sales competencies make the most difference for your unique sales strategy, culture and workforce. Then you should be able to identify “if, where and when” more advanced sales competencies and experience matter.

Level #1 Transactional Selling
As the name implies, at this level, salespeople sell just what they have in their “bag of tricks” as long as they can match what the customer says they want. Typically, these transactional sales reps don’t have the experience, business acumen, time, or flexibility to adapt their simple offerings to a broader, more complex or less obvious customer need. And though they hope for repeat business through excellent service and personal relationships, they are typically more interested in closing deals and customer satisfaction rather than measurably impacting their customer’s business or becoming a trusted business advisor. They usually win on the basis of better products, faster or cheaper. Though a pleasing manner will get them in the door, they will be often subject to competition on the basis of product quality and price.

Level #2 Solution and Value Selling
At level 2, salespeople who are successful at solution selling have learned how to uncover their customer’s real personal and professional needs and are able to consult with their clients to find a true solution to the most pressing issues at hand. They become a trusted business advisor and strategic resource working in partnership with their customer to move business metrics that matter to their customer and their customer’s business. Effective solution sellers know how to operate in a collaborative way, sell consultatively and add valuable insights to help their clients to succeed. Then when they graduate to a more elevated and complex sale that requires maneuvering confidently at the C-level, these salespeople become ever more valuable to their clients and their organizations.

How do you build what it takes to sell solutions rather than simple products? Once your sales strategy is clear and you have created a high performance sales culture, your investment in a quality solution selling training program will be well worth it. Your sales reps can learn the value selling skills required to craft solutions that are unique to each customer’s needs, gain the business savvy to identify key players and sidetrack competitors, navigate through the inevitable politics that influence complex sales and communicate comfortably with executives. They are then at the pinnacle of sales expertise and success.

Learn more at http://www.lsaglobal.com/solution-selling-training/

The Solution Selling Challenge for a New Sales Manager

noreply@blogger.com (Unknown) — Mon, 23 May 2016 15:41:00 +0000

Here you are…now charged with leading the troops when just a few days ago you were part of the team selling solutions to clients.

This will require a whole new perspective and a total shift in the attitude you bring to work every day. You are no longer in charge of just your own sales accounts; you are in charge of leading the sales team to sell solutions to target customers, to maximize sales performance and reach team goals. In other words, it is not your individual sales achievement that matters here…you are charged with first and foremost empowering your team to achieve a common sales team goal.

Think back to your solution selling training and consider this new sales leadership challenge as a problem to be solved by you (the salesperson) for your customers (your team). There are a lot of parallels…

Take a close look at your sales team. Learn who they are and what makes them tick. Where are their strengths and where are their weaknesses. What do they need from you to support their sales success? How can you best help them succeed? This will be a partnership…reach out to them as you would your customer to learn how you can best work together.
Build the relationship. Every good and lasting partnership is based on trust. Set the stage for direct and honest communication…listen well to any issues raised and answer all questions in a straightforward manner.
Take stock of what you have to offer. Certainly in your earlier sales role you proved yourself as a competent salesperson. But now you will be measured as a sales manager and by the success of your sales team. Do you have the sales leadership skills necessary to attract, develop, engage, guide, manage and retain a high performing sales team? If not, see that you get the sales leadership and solution selling training to fill the gaps or find a coach who can help you learn what you need to succeed.
Work together to agree upon sales goals, expectations, roles, and next steps. Just as you would design a go-forward plan with your customer, do the same with the help of your sales team. The more they participate in the plan for their future, the more they will be committed to implementing it.

Learn more at http://www.lsaglobal.com/solution-selling-training/

3 Ways to Help Your Sales Team Sell Smarter

noreply@blogger.com (Unknown) — Mon, 16 May 2016 18:25:00 +0000

When it comes to leading and measuring solution selling teams, too many sales managers place too much weight on quantity. Their assumption is that more time and increased effort on the part of their sales team will result in greater solution-based revenue. Not necessarily so!

Not unless your reps are crystal clear on how and where to spend their time most effectively and unless they have the right solution selling training competencies to be successful in your specific marketplace, with your unique offerings for your target clients.

Here is what you, as a sales leaders and manager, can do to set up your sales reps to sell solutions smarter:

Be clear about priorities.Time allocation is critical. Make sure your sales team is spending time on target accounts that have the greatest potential for short-term return and/or long-term loyalty. One way to do this is to identify your “sweet spot” target clients…those where your offerings and unique value proposition are most valued. Give your sales reps clear guidelines on how to identify high-potential prospects so they invest their time wisely and put less time and effort into working with their existing customers with whom they already have positive relationships. Let them know which accounts have priority and hold them accountable. This is the “smart” way to have them spend their time.
Provide adequate resources.Make sure your sales reps have the means to research their customers so they are “smart” when they meet with them. They should get to know their prime customers’ needs, wants, industry, marketplace and most pressing issues. It is your responsibility, too, to ensure that they are not wasting time on non-productive administrative tasks or at meetings. There should be a division of labor that allows them to focus on selling complex solutions…that’s what they do best. And then be sure they have a simple way to track their client interactions and follow up in a consistent and compelling way.
Be sure your team has the right sales competencies.Your sales reps need the solution selling skills and knowledge required to be successful at selling your differentiated offerings to your specific market. Once your sales strategy, culture and processes are clear, implement proven solution selling training methods and techniques. Your reps will learn how to sell at the highest required levels of an organization and meaningfully link their solution to the critical needs of the customer, their top priorities, and their critical projects. Back up the business sales training with ongoing performance sales coaching to see that the new selling behaviors are actually practiced and rewarded on the job.

With efficient and effective allocation of their time, with sufficient resources, and with the required competencies, your sales reps will sell smarter and maximize their potential.

Learn more at http://www.lsaglobal.com/solution-selling-training/

Sales Strategy: A Common but Fatal Leadership Mistake

noreply@blogger.com (Unknown) — Mon, 02 May 2016 21:35:00 +0000

In an eagerness to envision the future of a sales transformation that has been in the works for a long time, sales leaders are apt to neglect some of the basics along the way. Then suddenly they are faced with the failure of the entire initiative. You can’t just dream about the future goal; you need to pay attention to the journey and what might prevent you from success.

1. Make sure your sales managers are on board and ready.
Presumably, your sales managers joined in the discussions about how and why you wanted to transform the go-to-market sales strategy and sales force. And, hopefully, they agreed that change was needed and timely. But remember how difficult organizational change can be. You may need to remind sales managers of why you have undertaken this initiative. The more accepting they are of the challenges ahead, the better they can counsel and guide their followers.

So, in theory they are on board but are they ready in practice? Do they have the solution selling skills and competencies that the “new” sales effort will require? Let’s say you are shifting from a transactional to a solution sale. You need to make sure that your managers are thoroughly grounded in solution selling training and are ready to coach their team members through the process. Get your managers set up to succeed.

2. Recognize that customers want true value.
Over half of the reasons customers stay loyal is due to the value they get from the customer experience. Are your sales and service teams equipped to bring fresh insight and visible value to each and every customer interaction? Customers appreciate new and challenging perspectives. We see in our business at LSA Global that our clients value the questions we ask that change the way they think about their priorities, problems and issues. It is often as simple as questioning whether a customer really needs what they ask for.

For example, when a business unit leader says they want solution selling training, we often challenge their assumption that training will cure what ails them. There could be strategic ambiguity hindering growth. There could be an inconsistent or conflicting sales culture derailing key initiatives. And there could be systemic talent, technology, compensation, product or process problems that need fixing instead. Before trying to add value, smart solution sellers identify the root cause of the pain.

3. Understand and align with your customer’s buying process.
Be sure you understand how the buyer buys. How many stakeholders are there? Who can help you through the maze of buyers to the one who has the true buying power? What is the decision making process and timeline? What resources are they willing to commit to the project? What decision-making criteria will be used? How will they measure success? What have been the barriers to solving the problem in the past? You get the idea…the more you help your buyer to succeed, the better off you both will be.

This is a time when you need to pay attention to the trees as well as the forest to get to where you want to go.

Download Strategy Sales Clarity Whitepaper to See if your Sales Strategy Is Good Enough.

Learn more at http://www.lsaglobal.com/solution-selling-training/

4 Experience-Based Solution Selling Tips to Save Precious Time

noreply@blogger.com (Unknown) — Sat, 30 Apr 2016 18:25:00 +0000

If you really want to be a solution selling superstar, focus on the ideal target customers who are most likely to appreciate, value and buy what you sell.

This is one of those sales situations where you need to “go slow” in order to “go fast.” The “go slow” part is defining your ideal target client, being clear about what differentiates you from the pack, and assessing each sales opportunity to gauge your chances of success before you pursue. You need to rate your customers in a way that helps you prioritize your selling time. When you can save the time you might have wasted on nonproductive opportunities, just think of using that time in the right place with the right customer at the right time. Whether you rate your customers with a system of smiley faces, numbers from 1 to 3, or tier them by A, B, C, this process of defining your ideal customer is one of the best takeaways of solution selling training. It is a question of matching what you have to those who want it. At LSA Global, we rate each opportunity in the areas of the client situation, resources, decision making process, presentation format, and solution fit. This allows us to ensure that we are investing only in clients that fit what we do best and solutions that align with our brand promise.

Here is an approach you can take to save selling time and focus sales and marketing resources:

1. Begin by making 2 customer lists.
One with those customers who you just love because they needed your solutions, were ready to buy, have a similar philosophy and have been easy to work with. Then make a list of the customers you wish you had never signed up. You know, the ones where you and your customer struggle to make things work…from pricing to reaching satisfactory results in a way that makes sense.

2. Then think about what your best customers have in common.
It should be more than the likeable personalities of the buyers. You are really looking for ways to define their market niche in a way that corresponds with your differentiated offering. How big are they both in terms of number of employees and annual revenue? What industries do they represent? What stage of growth are they in? How mature are their organizations? How ready are they to listen? Are their problems similar? If so, in what way?

3. Then analyze your worst customers and add the opposite characteristics to your ideal profile.
If, for instance, one worst customer is from a very large, well-known company and all they did was pressure you on price, you might be better off with smaller companies who don’t have the same leverage or different buyers who place a premium on the value you provide. Consider each example carefully though. Sometimes it is worth working with a company that has name recognition so you can add their logo to your customer list.

4. Distill the characteristics you have identified into the four or five most significant for your unique selling situation.
An example of an ideal customer profile might read like this: The ideal target company is in the High Tech, Professional Services or Life Sciences field, small to mid-market (100-7500 employees; $100M-$5B revenue), US-Based, with the buyer being either at the VP-plus level or the combination of a business unit manager and HR/Training/Enablement director.

Now you’ve done your “go slow” homework. You can begin the “go fast” selling. You will be more efficient, more successful, your customers will be happier…and so will you.

Learn more at http://www.lsaglobal.com/solution-selling-training/

How to Greatly Minimize the Risk of Bad Sales Hires

noreply@blogger.com (Unknown) — Thu, 24 Mar 2016 21:46:00 +0000

Hiring well is not easy. We know. We’ve tried and failed more than we like to admit.

And when you’re hiring for a sales position, the ante is up. A poor sales hire can affect your bottom line and reputation with customers for months to come. This would not be good news for you as the sales leader and certainly not good news as you have to report missed targets after investing so much time, effort and money getting a new sales person up to speed.

We certainly recommend using a behavioral interviewing process that helps you dig beneath the surface to the approach and performance that a candidate will actually display on the job. Of course, this means that you have first identified the specific behavior-based sales competencies and attitudes that lead to success for your unique selling situation. This includes making sure the candidate is a good fit culturally. Someone can have all the qualifications but be so out of synch with the way your customers, team and company operate that they will not succeed or last long.

Let’s assume that you’ve followed the process, the rest of your team concurs, and you are ready to hire. This is when you must continue to draw some lines. The sales onboarding process is critical is critical. No matter that your candidate has participated in solution selling training and excelled at each performance test. What really matters is what happens next…when the new hire is tested for real…on the job and face-to-face with current and potential clients.

To minimize the risk of having made a big mistake in your sales hire, we recommend you establish clear guidelines for activities that measure success. You need early leading indicators of whether or not your new hire can measure up and deliver. Be crystal clear about what you expect in terms of activities, behaviors and performance the first 30, 60 and 90 days. These should be presented in the hiring process so the candidate knows what is expected. For example, one client holds new sales hires accountable to spending 6 days per month in the field with experienced sales reps to learn how the company approaches potential candidates, holding weekly reviews with the team of the 5 most likely-to-close deals, and attending bi-weekly meetings with their sales manager. This client also wants the pipeline to represent 50% of their Q1 quota after 90-days for net new business.

If you establish clear leading and lagging success metrics at the outset, you will quickly know if the candidate will make it or not. If not, you need to move them on. If they meet your guidelines for success, engage, develop and retain your successful sales hire.

Learn more at http://www.lsaglobal.com/solution-selling-training/

New Sales Leader—Now What?

noreply@blogger.com (Unknown) — Wed, 16 Mar 2016 20:00:00 +0000

You are just where you have wanted to be for the last few years…on top. You have been promoted to the head of sales at your organization. You worked hard to earn the confidence that your CEO and the leadership team placed in you. As a member of the sales team, you consistently exceeded your individual sales targets and, along with your colleagues, met the team goals, quarter after quarter. So why the trepidation at taking the reins?

Let’s take stock of what you have inherited:

The Overall Organization
This has been a good spot for you. You fully support and are invested in the values and corporate culture of the company. And you believe in your leaders. The strategy for growth was created with input from everyone and there is buy-in across the board. You understand what is asked of your team and how your success will be measured. The company strategy is clear and your role as sales leader is directly connected to the achievement of that strategy.

The Sales Team
For the most part, you have inherited a good sales team. They understand and practice what they learned in the solution selling training that was implemented. And the ongoing sales coaching has ensured that the new selling skills are being practiced and becoming embedded in the team’s DNA.

Now what do you need to do and to know in order to succeed as a new sales leaders?

1. Be Patient
You know you will have to win over a few of the long-time sales folks who were attached to your predecessor. This will take time, especially for those who hoped to garner the sales leader position themselves. They need to understand that you are there to support them and that your focus is on the team’s success.

2. Be Humble
Don’t be afraid to ask for help. This is not a sign of weakness but recognition that there may be a better way to do things and that you are open to learning and improving.

3. Keep a Long-Term View
It may be tempting to make lots of changes fast—sales targets, compensation plans, new sales technology—but you have far more to gain by keeping the big picture in mind. Work with your team to establish specific, achievable sales goals; change sales compensation plans only with the team’s input and keep it focused on encouraging the behaviors you know can work; introduce new software only when the team is ready and you are convinced it will help your customers and your sales team to succeed.

There are many sales leadership challenges ahead but this is what you wanted. With the right sales strategy, sales culture and sales team, you can do it.

Learn more at http://www.lsaglobal.com/solution-selling-training/

5 Sales Questions that Help Define the Likelihood of Closing the Deal

noreply@blogger.com (Unknown) — Thu, 04 Feb 2016 21:13:00 +0000

Every salesperson has felt the pain of missing their sales quota. When you miss your target, it’s a terrible feeling. Not only will your take-home pay be affected but so will your reputation as an effective seller.

There’s little you can do at this point except to reach for low-hanging fruit and those few deals that are closest to the finish line. But here’s a plan that can help you next time. Your time is valuable. Don’t waste it on non-productive opportunities. Be smart and selective in the opportunities you pursue so your success comes the “easy” way.

Use the following 5 questions to help establish which deals are worth pursuing and how aggressively.

1. Which prospects fit the definition of your ideal target customer?
Create a crystal clear picture of your perfect prospect. Think both in terms of the individual, the company they represent and the situation. What sort of company is most likely to do business with you where you can help the most? What is the role of the person most likely to have the need and the influence to buy from you? Think too of your worst customers…you know, the ones you’d like to fire. Figure out the 5 most critical characteristics of each. Then let those lists be your guide as you prioritize the deals you want to chase. At a minimum, your list should include target industry, size, location, situation, buyer, and the critical few attributes where you know your solution differentiates you from the competition. Be wary of chasing deals with non-target clients.

2. How soon can you reach the decision maker?
Evaluate your chances of getting through to the person with both the influence and the budget to buy. Timing is everything. The faster the path to the top, the likelier the close in a timely fashion. If you can’t get to the right decision maker and understand the decision making process and criteria, your time is probably better spent elsewhere.

3. How good a fit is your solution for the customer and where does the need rank among their strategic priorities?
Recall your solution selling training. When you have identified and articulated the client’s problem or goal, the better you can create a solution that fits. But you also need to evaluate how critical your solution is compared to the other initiatives on your customer’s (and their company’s) plate.

4. How do you stack up vis-à-vis the competition?
You never sell in a vacuum. Somewhere out there is another salesperson just as eager as you to close the deal. You’d better know who you are competing against and certainly if there is a preferred provider. Your analysis of your positioning will help determine whether or not you should pursue the opportunity. If there is competition, you need to know where you stand on the critical few criteria that matter most to your buyer.

5. What do others think?
The best salespeople have a trusted adviser or team they can bounce ideas off of. Sometimes you are so close to the opportunities that you lose perspective as you try to weigh one against the other in terms of which are truly winnable. Use colleagues or an agreed-to opportunity scorecard to lend a more objective point of view or to offer a fresh approach that will pave the way to a quicker and higher probability close.

Thoughtful analysis can save you much time. Ask the questions that will help you focus on the opportunities that are most likely to bear fruit.

Learn more at http://www.lsaglobal.com/solution-selling-training/

4 Ways to Better Connect on Sales Calls with Your Customers

noreply@blogger.com (Unknown) — Thu, 14 Jan 2016 21:26:00 +0000

There is lots of talk in solution selling training circles about building relationships with your clients. But few dig into what kinds of conversations actually promote the relationship and, at the same time, carry the sales process forward.

There are a few basic ingredients that should be part of every interaction you have with your clients. If your overall objective is to help your client to succeed, you need to show them that you truly understand what matters most, that you truly want to help in a way that makes sense, and that you truly have the means to help them be successful. This is the foundation of solution selling training.

Here are the mechanics of a sales conversation that can help you connect more powerfully with your target customers:

1. Establish a purpose for the call. Know specifically what your goal is. It should not be vague; “getting to know your client” or “meeting and greeting” will not cut it. Value your time and respect your client’s time by setting up a compelling and timely reason for the call. Be sure you have a valid business reason…one that will resonate with the client and that will help them to achieve their personal and professional goals.

2. Confirm the rationale for the meeting. Who knows what might have changed in the client’s world since you last talked? Make sure they still find the purpose worthy of their attention now. If so, continue. If not, ask if there is something they would rather focus on. If the answer is still no, you have saved yourself some time that you can use to move on to another opportunity.

3. Make sure you have something of value to contribute to the discussion. You are not there just to listen. Be sure that you can offer a credible insight or perspective that will increase your value to the client.

4. Think about what the customer can do for you. Strong relationships are in balance. There is mutual respect and a relatively equitable give-and-take. What can you ask of your customer to ensure their ongoing engagement? Perhaps a meeting with an executive stakeholder or an opportunity to present your ideas to their extended team.

Once the meeting is over, be sure you set aside some time to de-brief with a mentor or colleague. Was your purpose clearly stated and agreed to by the client? In the course of the conversation, were you able to provide a fresh perspective or a new approach that enhanced your credibility with the customer? In the end, was the customer willing to take the suggested and desired next step? Your honest appraisal of the meeting will help you continue to improve your customer interactions and grow your business.

Learn more at http://www.lsaglobal.com/solution-selling-training/

4 Solution Selling Mistakes Made by Even the Most Seasoned Reps

noreply@blogger.com (Unknown) — Wed, 30 Dec 2015 17:57:00 +0000

Solution selling training can be boiled down to a simple phrase: it’s all about looking for the perfect fit. But it’s not as easy as it sounds. There are lots of pitfalls along the way from your first interaction with a client to the final signature on the dotted line.

As you begin the sales process and look for the perfect solution for your prospect, watch out for these 4 mistakes commonly made by even the most seasoned of salespeople:

Solution Selling Mistake #1: Accepting the client’s understanding of the situation
Clients will often tell you what they think is wrong. But it’s up to you to dig deeper and uncover the real cause of the problem they want to solve or the goal they want to achieve. Keep questioning until you are satisfied that you understand exactly what is going on. You should not jump to their conclusions…or your own. The problem description may sound similar to another you have worked on but don’t assume you have the whole picture until you do.

Solution Selling Mistake #2: Over selling
There needs to be a healthy balance between describing how your service will help the client and talking too much. You need to give your client the space and time to “get it.” As you ask questions, stop and listen carefully to the answers. Be curious and thorough in your discovery. And then encourage questions from your client so that you can address any issues and concerns on the front-end of the sales process. Remember, your objective is to help your client to succeed. They will balk if you try to “tell” them what to do or “sell them stuff.”

Solution Selling Mistake #3: Missing the signals
Once you enter the sales cycle, don’t stop thinking and evaluating whether or not you are best suited to help the client to succeed and whether this particular opportunity is worth your time. You are also a decision-maker in this deal. Don’t miss the signals or the red flags that should warn you away. If you can’t address them effectively, it is probably time to move on to a sales situation that is better suited for your solutions and much more likely to close. Protect your time as well as your prospect’s.

Solution Selling Mistake #4: Blaming the client
When there’s a stall or obstacle to the deal moving forward, look first at your own share of the responsibility. Address the problem right away. Pretending it doesn’t exist does no one any good. It will rear its ugly head again and be even more threatening. Work with the client to try to overcome the problem. You are partners in coming to a satisfactory solution. Work as a team.

As you work toward the best solution for your client, be a good listener, probe for the root cause of the problem, and stay in the game when it makes sense for both you and the client.

Learn more at http://www.lsaglobal.com/solution-selling-training/

“Coyote and Badger” Teamwork Can Improve Your Chances of Solution Selling Success

noreply@blogger.com (Unknown) — Tue, 22 Dec 2015 18:48:00 +0000

Salespeople are not necessarily the best at working together. They are often used to working on their own with individual goals and success metrics. In fact, some really resist collaborating with team members. They don’t understand or accept the potential power of sales teamwork.

A surprising example of teamwork in nature was first documented in the 1880s and has since been studied extensively. Field biologists write about the curious partnering of two competing predators: the coyote and the badger. Both inhabit the same territory and go after the same prey (burrowing rodents). You would think they would be arch enemies. But they have found ways to cooperate that benefit them both. They are specialized hunters. The coyote captures its prey by chasing and pouncing; the badger digs them up. If the ground squirrel runs to escape, it belongs to the coyote; if it dives underground, it goes to the badger. When these two hunters worked together, they were more successful than when they worked on their own.

Though we don’t want to overwork the analogy, our two decades of experience in solution selling training has convinced us that sales rep “hunters” and “farmers” can be more successful at capturing their prospective “prey” together than alone. It is a simple matter of recognizing the specialties or strengths each individual brings to the team and then strategizing to use them to the team’s advantage. Think about each sales opportunity and then, as a team, figure out which personality and approach would mesh best with the customer and what knowledge base would be most relevant to the solution and stage of the opportunity.

Our bet is that once your sales reps see some success, you will win over even the most reluctant team member. Whoever thought a coyote and a badger could cooperate effectively?

Learn more at http://www.lsaglobal.com/solution-selling-training/

4 Steps You Can Take To Tune Up Your Sales Engine

noreply@blogger.com (Unknown) — Tue, 08 Dec 2015 21:53:00 +0000

If you want to accelerate your business, tune up your sales engine so you are firing on all cylinders. Here are 4 steps you can take to get the most out of your sales team:

Pare down and simplify. How many steps are there in your sales methodology? Reduce them to no more than 7. The process will be far simpler to follow and easier to track. Work together with marketing to ensure you understand where they begin and end. Misalignment between the sales and marketing functions can cause confusion and loss of productivity.
Provide the training and tools that support the sales process. Whatever sales technology you use, make sure that it is a help and not a hindrance. A well-oiled CRM system will allow salespeople to be more efficient on their own and more accountable to the team and their sales manager. From a solution selling training perspective, ensure that you rigorously focus only on the critical few sales scenarios, skills and behaviors that have the highest impact on the sales metrics that matter most to you and your team – i.e. revenue, margin, win-rate, portfolio mix, sales cycle etc. What matters most for one sales strategy, culture and industry is different from what matters most for another. Beware of off-the-shelf or “tailored” programs based upon best practices that do not allow you to truly differentiate your sales experience.
Measure and support the activities that work. Once you have identified the critical few sales scenarios, skills and behaviors that lead to success in your unique sales culture, find a way to measure, support and encourage them. Then make the metrics transparent and visible to all.
Keep the focus on the customer. We know. You’ve heard this many times before. But how many sales teams really make this an integral part of their strategy? Make sure your whole team has adopted best practices from solution selling training so they focus on what the customer truly needs.

Learn more at http://www.lsaglobal.com/solution-selling-training/

4 Big Traps to Avoid as You Solution Sell

noreply@blogger.com (Unknown) — Mon, 30 Nov 2015 18:00:00 +0000

So many traps between you and solution selling success.

Here are four common blunders that even experienced salespeople make and tips on how to avoid the missteps that can keep you from capturing that flag of a sale.

Believing that your customers know what they want and need. Most clients make specific requests. They think they know the solution to the problem. But you who have been through solution selling training should know better than to assume they are right. It is up to you to skillfully and tactfully question and probe until you fully understand the situation. Then work with the client to diagnose the root cause and solve the problem together.
Jumping to conclusions. So you think you’ve seen this before? Maybe you have but your client doesn’t want to feel as if their problem is too common. They want to feel unique. Spend the time to flesh out their situation before you present a run-of-the-mill kind of solution.
Not placing enough value on your time. Clients are apt to ask for more and more of your time…especially if you have shared insights and thoughts that they value. But every deal should be balanced. If you feel a client is taking advantage of your expertise without any commitment, speak up…not to complain but to explore ways to create a more equitable arrangement.

Learn more at http://www.lsaglobal.com/solution-selling-training/

3 Solution Selling Missteps That Plague Even the Most Experienced Salespeople

noreply@blogger.com (Unknown) — Tue, 24 Nov 2015 17:34:00 +0000

Succeeding at solution selling is not at all like netting butterflies where a random swoop of the net can capture the target…or not. To be successful as a solution salesperson, you need to follow a proven process. You need to know your customer, know your market, know your competition, and know how to provide measurable and relevant value every step of the way.

Solution selling training can help you plan your strategy and keep you on track. Still, there are some problems that can trip you up. Here are 3 missteps that plague even the most experienced salespeople:

1. Over-talking
Pay attention to who is talking the most…you or the customer. If it is you, you are missing an opportunity to build a real, two-way relationship. Ask insightful questions and listen to what is really being said. This is the way you will learn what the customer really wants and needs to be successful.

2. Over-confidence
Salespeople typically are confidently optimistic. They believe they can sell anybody anything. Instead of pushing your customers toward your solution, you will be far more successful over the long-term by allowing them to discover, with your guidance, how you can help them solve their most pressing problems in a way that aligns with their strategy, culture and budget.

3. Over-looking potential deal-breakers
Problems often arise in the sales process. Perhaps you will be unable to deliver on time, or the software has a newly discovered glitch, or your boss will not okay the price you originally quoted. Whatever the problem, address it openly before it becomes overwhelming. Raise the issue with your customer honestly and try to work to solve it together.

Learn more at http://www.lsaglobal.com/solution-selling-training/

For Solution Sales Success Help Make It Simple

noreply@blogger.com (Unknown) — Sat, 31 Oct 2015 20:22:00 +0000

One of the greatest obstacles for today’s sales forces is overcoming the phenomenon of “too.” Customers are besieged by too much information, there are too many stakeholders involved in buying decisions and too many options to choose from. This kind of overload can cause confusion and, ultimately, purchase paralysis.

Remember one of the foundations of solution selling training…make it simple. To succeed, you need to make it easy for the customer to buy.

What Matters Most. First, help simplify all the data, variables and options available so they can focus only on what will work in their specific situation for their business strategy and unique organizational culture. Differentiate your offering from others in a way that deals only with their biggest priorities. We do this by identifying and then having a laser-like focus on the one or two key business success metrics that matter most to our clients.
Who Matters Most. Next try to filter through and prioritize key stakeholder needs. Not everyone has an equal voice in the buying decision. Some opinions carry more weight because they have more skin in the game or greater strategic influence. Focus on the key formal and informal decision makers and understand who decides what, when and how. Then help them to get what they need to succeed in a way that makes sense.
What Approach Matters Most. And finally help your customer eliminate options that are not directly relevant to their success. Consultants are notorious for selling long and drawn out assessments, plans and ideas that have little chance of being implemented. The danger is that they spend precious time and money on actions and tactics that are interesting but not important, believable, or implementable enough to make a difference. Work as their trusted advisor to zero in on what actions will pay off for their unique situation.

Learn more at http://www.lsaglobal.com/solution-selling-training/

The Best Sales Managers Focus on Just 3 Things

noreply@blogger.com (Unknown) — Sat, 17 Oct 2015 17:37:00 +0000

As a sales manager, you can make your job incredibly complicated by analyzing lots of charts and numbers…or you can make it simple by focusing on just 3 critical ways to improve team performance.

Coach your reps toward higher performance

Observe your top performers and figure out what behaviors drive their success. Make it clear to your team that you want all team members to adopt these behaviors (because they work) and that you will hold them accountable. Then work alongside your reps to guide and encourage them as they practice and apply the “new and productive” ways to sell.

Encourage creative and targeted solutions
Take a page from solution selling training whereby reps don’t reflexively offer the “same old, same old” but probe for a client’s true known and unknown needs. They should provide tailored solutions that will address their clients’ specific problems in a way that makes sense for both the buyer and seller.
Empower your team
Guide but don’t micromanage. Give your salespeople clear expectations and boundaries with enough room to breathe and to feel ownership for their clients’ success. That is the way everyone wins.

Learn more at http://www.lsaglobal.com/solution-selling-training/

To Win the Solution selling Race…Slow Down

noreply@blogger.com (Unknown) — Tue, 29 Sep 2015 20:52:00 +0000

The best salespeople are eager to win. They love the challenge and competition of selling. But often it is their speed to the finish line that defeats them.

Here are two reasons to take it slow:

When you rush through your calls, you are likely to miss critical information and connections. Use your discovery techniques from solution selling training to ask meaningful questions and listen carefully to your prospect’s responses. Be sure to probe with follow-up questions so you have a complete and thorough understanding of what your customer needs and how you can help them, and their business succeed.
Surprises are rarely welcome. To avoid unexpected setbacks, spend the time to prepare well for each and every interaction. Have clear objectives. Know who will be in the room and what their role is in the company, in the meeting and in partner selection.

Sure, it’s good to get charged up about a new opportunity but don’t let your excitement shorten the time it takes to uncover reasons for your customer to buy or the time it takes to prepare for both the expected and unexpected when you meet.

Learn more at: http://www.lsaglobal.com/solution-selling-training/

Solution selling training best practice blog | LSA Global

5 Attributes of Every Successful Sales Conversation

2. Asking Open-Ended QuestionsOpen-ended questions do not bind respondents to a simple “Yes or No” answer. Instead, it prospects to answer the question in more subjective and insightful terms.

Top 3 Mistakes Sales People Make When Engaging With Prospects

Don’t be like a Broken Record

Not Researching the Client

Overselling

How to Use Solution Selling to Move from Vendor to Advisor

Sales Coaching + Solution Selling Training = Success

5 Steps to Get More Sales Referrals than Your Peers

How to Improve Your Weekly Sales Meetings and Why

3 Smart Ways Top Performers Close In On Sales Targets

Do Not Underinvest in Sales Management Training

Is Solution Selling for You? The Two Levels of Sales Expertise

The Solution Selling Challenge for a New Sales Manager

3 Ways to Help Your Sales Team Sell Smarter

Sales Strategy: A Common but Fatal Leadership Mistake

4 Experience-Based Solution Selling Tips to Save Precious Time

How to Greatly Minimize the Risk of Bad Sales Hires

New Sales Leader—Now What?

5 Sales Questions that Help Define the Likelihood of Closing the Deal

4 Ways to Better Connect on Sales Calls with Your Customers

4 Solution Selling Mistakes Made by Even the Most Seasoned Reps

“Coyote and Badger” Teamwork Can Improve Your Chances of Solution Selling Success

4 Steps You Can Take To Tune Up Your Sales Engine

4 Big Traps to Avoid as You Solution Sell

3 Solution Selling Missteps That Plague Even the Most Experienced Salespeople

For Solution Sales Success Help Make It Simple

The Best Sales Managers Focus on Just 3 Things

To Win the Solution selling Race…Slow Down

2. Asking Open-Ended Questions
Open-ended questions do not bind respondents to a simple “Yes or No” answer. Instead, it prospects to answer the question in more subjective and insightful terms.