A sale is rocket science.

And just as rocket science is built from a foundation of physical and mathematical
laws and principles, sales can be distilled to its very simple laws and principles. While branded selling
"systems" and "approaches" serve several purposes (they help differentiate sales books and training material
in order to sell them better as well as assist in articulating a message so it’s easily learned and/ or
implemented) the simple laws and principles underlying them all have remained relatively unchanged since
the beginning of time.

Here's the bottom line for your records. fluff removed. Use it as a guide for the in-house sales training of your
team or for your personal sales skill development (you do work on your most valuable asset, don't you?)
Focus on one area each week or month. Print it out. send it out. tack it up. just sell®

The Sales Process

Assuming:

♦ your product's or service’s features & benefits have been identified and
♦ you’ve defined & identified your target market

The Sales Process Begins

1. Prospect 5. Negotiate
2. Interview 6. Close
3. Analyze Needs 7. Service And Follow-Up
4. Present

Throughout The Sales Process, The Salesperson Should Be Continually…

• Asking Questions • Addressing Objections

• Listening • Planning Next Action Steps
• Qualifying (The Opportunity For Both • Confirming Understanding
Parties) • Asking For Referrals
• Discovering Hot Buttons (WIIFM. What’s • Seeking Additional Opportunities To
In It For Me) Serve & Sell
• Building Rapport • Evaluating Responses & Results
• Establishing Trust (Positive/ Negative)
• Developing Credibility • Affirming Decisions (Minimizing Buyer’s
• Developing A Valuable Relationship Remorse)
• Positively Expectant

now go sell something

Preparedness-- the quality of all true professionals in every arena.

Little is left to chance in the world of a professional. Challenges to meeting objectives are predicted and
examined-appropriate responses are prepared and practiced. If it can be identified and thought through in
advance… it is.

Below is your sales professional’s checklist. Because it’s general in its scope, you’ll find that some areas of preparation
may not apply to your sales world and others may need to be expanded. While some of these items are the responsibility
of other departments in many larger companies-- remember, the professional leaves nothing to chance. Take full
ownership of your preparedness and use what is provided, create what is not, and improve what is weak. This is a
guideline to examining your preparedness and a thought prompt in fine tuning your process. If you lead a team, use it as
a guide for sales training beyond product knowledge.

Preparedness-- a quality no professional can do with out. Print it out… put it up… pass it on… just sell®…

a professional’s checklist…

• at least three compelling opening statements of value for your prospect in any format

--in person --by email

--over the phone live --by letter
--on voice mail

• at least three different and specific follow up voice mail messages

• at least five open-ended questions appropriate to your sales world
• at least one stock email response for any communication repeated in the majority of your sales
efforts (can always be expanded or shortened in order to personalize the communication)

--initiating interest --creation of urgency

--follow up --closing
--secondary follow up --thank you (business, referral,
--price inquiry appointment, discussion, demonstration,
--literature or collateral material request etc.)
--appointment confirmation --disqualifying

• at least one response to your top five inbound objections

• at least five points of true differentiation from your competitors
• fully prepared standard presentations (for formal & informal presentations)
• proposal templates for each product or service you sell
• contract templates for each product or service you sell
• three customer references in all possible requested formats

--verbal
--email
--letter
• knowledge and/ or list of your company’s top five customers (in the event sharing this information
has no negative competitive impact)

something to add?
Nothing is more important to prospecting (other than actually doing it) than the quality of your opening
statement.

In person or over the phone, windows of attention are typically slammed shut in less than 10 seconds. This
means you have to maximize the impact of every word, syllable and pause in your lead off statements. They
need to be works of art-compelling to the extreme degree. To minimize the importance of preparing a solid
opening statement is to potentially short circuit your entire sales effort.

Fortunately, opening statements can be prepared and practiced before a sales opportunity is ever pursued.
Below are some guidelines and thoughts for creating your opening statement(s) as well as some samples for
you to rework into your sales world.

Remember, it’s very likely that the people you’ll be trying to reach are also being approached by many others
each day (competitors of yours and not). A powerful, compelling, and practiced opening statement can
launch many sales opportunities for you where a competitor’s lack of preparation can leave them standing
still.

This is your guide to creating the opening statement…just sell®…

it’s all about sales™

To use this material throughout your company, click

here.

objective

• create immediate interest for further discussion… engage the prospect

method

• work through the following using pen to paper or fingers to keyboard…

What do I sell? (answer in the fewest words possible)

_________________________________________________________
_________________________________________________________

How do my customers benefit when they buy my product/ service?

If you sell to consumers, include the potential emotional added benefits of being liked, respected, more
attractive, etc. if these benefits exist. If you sell to businesses, be sure to include the emotional benefits to
the purchasing customer (the decision maker) in addition to the more specific benefits realized by the
company (a good buy or product implementation can be the road to promotion or status within an
organization). You’re looking for several true benefits, not simply features.
_________________________________________________________
_________________________________________________________
_________________________________________________________
_________________________________________________________
_________________________________________________________
_________________________________________________________

Build several opening statements for the different scenarios you might face (e.g., catching a decision maker
without a screener, catching a decision maker "on their way out the door", delivering the opening statement
to a screener who insists on knowing "what it is in reference to?", for voice mail, etc.)… Address each of the
following in whatever order seems most appropriate for your particular sales world (just make sure the
benefit to your prospect is mentioned within the first 10 seconds)…

• who you are

• where you’re from (i.e. company name)
• what you sell (in very simple terms)
• how your prospect will benefit from your product or service
• a question to gauge interest of the prospect
_________________________________________________________
_________________________________________________________
_________________________________________________________
_________________________________________________________
_________________________________________________________
_________________________________________________________
_________________________________________________________
_________________________________________________________

keep in mind

• maximize every word, syllable and pause

• the opening statement is not meant to close a prospect
• never leave a misleading or vague voice mail message- hit them with your complete and prepared
opening (it should be short enough)
• never use industry jargon or unnecessary thousand dollar words
• avoid vagueness

words to consider using in your opening statement

• maximize, increase, grow [sales, customer retention, productivity, etc.]

• minimize, reduce, decrease, eliminate [expenses, customer service challenges, diversions, etc.]
• profit from
• specific, specifically
• save, conserve
• accumulate, acquire
• prevent
• fully
• immediate, now

phrases to avoid in your opening statement

These phrases may be used at other times during the sales process, but they have no place in the opening
statement because they do not create immediate attention or encourage the prospect to engage with you
and therefore can take away from the initial attention allotted by the prospect.
 • How are you today?
• I’d like to learn a little more about your business to determine…
• We’re the leading provider of…
• We work with several of your competitors…
• I’d like to see if there are some ways we might work together
• Is now a good time to talk?
• Did I catch you at a bad time?

sample opening statements

Hi, [first name]… We provide [product/ service] in order to help people [take advantage of, minimize,
maximize, prevent, etc.] [something of importance]… I’m calling to see if this might be helpful to [you/ and of
your clients]…

Hi, [first name]… This is [sales name] with [company name]… We provide [product/ service] in order to help
companies minimize their [whatever] expenses and maximize monthly sales revenue… I’m calling to see if
this might be valuable to you and your team…

Hi, [first name]… [sales name] with [company name]… We help companies fully profit from their existing
resources through our [product/ service] that [does/ has/ have whatever differentiating point or feature]… I’m
calling to see if you’d be interested in discussing how it might help your [whatever] efforts/ initiatives…

Hi, [first name]… [sales name], [company name]… We deliver [product/ service] which might be able to save
you more than [specific percentage] on your [whatever] expenses… Would you be interested in discussing
how it might fit into your environment?

my opening statement for:

_________________________________________________________
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my opening statement for:

_________________________________________________________
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_________________________________________________________
_________________________________________________________
_________________________________________________________

my opening statement for:

_________________________________________________________
_________________________________________________________
_________________________________________________________
_________________________________________________________
_________________________________________________________
_________________________________________________________
_________________________________________________________

now go sell something

Open-ended questions are one of the salesperson’s most vital tools (if followed up by listening). They help
gather information, qualify sales opportunities and establish rapport, trust and credibility. With such core
value to the sales process, the professional leaves little to chance when it comes to owning a repertoire of
powerful open-ended questions... questions that are answered by more than a simple yes or no... questions
where the prospect or customer gets directly involved in the sales discussion. The key here-- ask the
question and let the prospect or customer give you their answer... no leading... no prompting.

Just in case you’ve not had a chance to put yours down in writing, here are some of just sell’s favorites in
the general class (you’ll likely have several additional questions that are specific to your industry but these'll
get you more than started). Write down the one’s you find valuable… commit them to memory… practice
them on your drive in or on the way to your next appointment… print them out… tack them up near your
phone… pass them on to your sales team… it’s all about sales™… just sell®…

get 'em on a mousepad for your team - click here

a professional’s questions…

information gathering

What prompted you/ your company to look into this?

What are your expectations/ requirements for this product/ service?
What process did you go through to determine your needs?
How do you see this happening?
What is it that you’d like to see accomplished?
With whom have you had success in the past?
With whom have you had difficulties in the past?
Can you help me understand that a little better?
What does that mean?
How does that process work now?
What challenges does that process create?
What challenges has that created in the past?
What are the best things about that process?
What other items should we discuss?

qualifying

What do you see as the next action steps?

What is your timeline for implementing/ purchasing this type of service/ product?
What other data points should we know before moving forward?
What budget has been established for this?
What are your thoughts?
Who else is involved in this decision?
What could make this no longer a priority?
What's changed since we last talked?
What concerns do you have?

establishing rapport, trust & credibility

How did you get involved in… ?

What kind of challenges are you facing?
What’s the most important priority to you with this? Why?
What other issues are important to you?
What would you like to see improved?
How do you measure that?

now go sell something

print & route

(a printer-friendly version for you & your office)

the open-ended questions

Evaluating the “return on investment” for a prospect (or customer) makes it easier for him or her to justify
spending money on your product or service and helps the prospect visualize the value the purchase or
investment will create. This sales skill will help you position your offering apart from your competitors and
ultimately make moving forward with you and your offer more compelling.

Your goal is to put the value your product or service creates in context for your prospect. Sales professionals
create this context by breaking down the costs associated with the product or service and illustrating how the
purchase or investment provides a positive rate of return for the company. When the prospect sees your
analysis, they should conclude “…it’s a no-brainer when you think about it like that.” Above all, remember--
the wiifm principle (what's in it for them?) always applies.

objective

provide quantitative information to demonstrate the hard value your prospect will receive by making an
investment in your product or service

method

begin with the initial sales call… use open-ended questions to learn about the prospect’s business,
challenges, goals and plans… to perform a meaningful analysis, you may need some of the following data
points from the interview stage:

• indirect investment (additional costs incurred by your prospect to buy your service-- e.g. new training
costs, management time, set up time, etc.)
• planned usage of the product or service
• time frame for use
• number of people who’ll use the product or service
• average margin on sales revenue

positive return on investment

return on investment is defined as the amount of money one can expect to receive as the result of making
an investment... an investment is anything that is purchased for the purpose of generating income (or
decreasing expenses) or an item that is expected to increase in value over time… while an ROI analysis can
be very sophisticated and include such details as time value of money, tax rates and cash flows, a simple
ROI analysis will generally work… just be sure to match your audience appropriately and never work at a
level you feel they may not understand (it’s always best to bet on the conservative side during your
preparation)…

A. calculate the total investment amount required to purchase your offering

• direct cost of product/service

• direct cost to implement

• indirect costs to implement

B. determine the monthly dollar benefit your prospect or customer will receive as a result of purchasing
and implementing your offering

• expense savings per month

• increased revenue per month and the resulting average gross margin generated

• combination of both

C. determine the annual benefit of the new product or service by multiplying B by 12 months
D. subtract the original investment amount in A from C
E. divide D by A and multiply by 100 to determine the ROI percentage

example:

The annual return on your investment is ##%. Based on the monthly sales revenue it will generate, your
annual benefit is $##,### and your investment is only $##,###.

keep in mind

your goal is to illustrate the investment you’re asking your prospect or customer to make in terms that help
him or her see a positive return… be sure to…

• keep your analysis brief and direct

• clearly state your assumptions
• include all costs (direct and indirect) the prospect will incur to make the investment

things to avoid

your prospect may disagree with your assumptions and approach… if so, you’ll have an additional
opportunity to engage with your prospect and you’ll likely learn even more about how your prospect will make
the buying decision... to ensure credibility of your analysis, you’ll want to avoid the following:

• unrealistic assumptions on usage, response rates, etc.

• assumptions that the prospect cannot control
• excessive time frames which exaggerate positive returns
• over estimating the value of intangibles

now go sell something

It's show time and it's about one thing-- communicating the benefits of your product or service in such a way
that prospects or customers want your solution to their problem... now. For the formal presentation
opportunity, you've likely worked through a tremendous amount of grunt work, front-end discussions, needs
analysis and internal buying processes to get to the presentation stage with a prospect or customer. Even for
the informal presentation, the front-end work invested by a salesperson can be enormous. And in some
cases you may not know which you'll have the opportunity to deliver until the last moment. Fortunately, the
professional is prepared for either.

Below is your checklist to effective presentations. It's based on the fundamentals. As you create your
standard presentations in written form (any other form is not preparation), keep the checklist handy. When
you’re done, evaluate your work by checking yourself against it. You should be prepared for both formal and
informal presentations for each prospect type you have in your sales world. With the standards built and
practiced, customizing for personalities and specific scenarios is a quick task. Remember… do not wing a
presentation because of laziness or a rationalized concern that your message will sound “canned”-- it’s not
the way of the professional. Advance presentation preparation (written and practiced) is the way to bet.
Choose to be prepared and just sell®…

a professional's presentation...

I have...

• scripted (in writing) my standard presentation(s)

• outlined my scripted presentation as a guide for the actual
• scripted (in writing) responses to any probable questions or objections that may arise
• delivered my standard presentation(s) to at least two different people who have offered me feedback
• prepared appropriate standard presentation material for my expected audiences and forums (e.g.,
auditorium, small round table, conference room, hallway, etc.)

My presentation...

• focuses on the benefits of my offering as they relate to solving the specific problems of the prospect
• begins with the most important benefits and continues in descending order of importance, including
only pertinent benefits
• has no unneeded statements (zero fluff-- ask, "does it really matter?")
• includes a very brief company background discussion only if it adds credibility to the product or
service or if it's anticipated that the audience would like it addressed
• includes appropriate, customized and easy to understand illustrations where applicable
• includes opportunities for prospects to engage
• includes a powerful conclusion which clearly illustrates the benefits my prospect will receive as a
result of buying my solution now
• is 10% shorter in terms of time than would be expected for a presentation which discusses a solution
of its relative complexity

I will be sure to...

• minimize the preparation work on the part of prospect (e.g., acquisition of projectors, flip charts,
markers, etc.)
 • confirm all individuals necessary to purchase my solution will be present
• be enthusiastic and transfer my enthusiasm to the individuals in the room
• avoid reading directly from any slides
• avoid reading directly from my scripts and outline
• avoid using industry jargon unless i'm absolutely sure the attendees will understand it
• share my attention with all individuals in the room-- not only the primary decision maker
• confirm next action steps with all appropriate parties at the conclusion of the presentation

now go sell something

print & route

(a printer-friendly version for you & your office)

sales presentation
Objections are a requirement to a successful sales day. In fact, without them, you're likely not engaging your
prospects and customers. It's the introduction of an objection that can spark a flow of information that can
help you further qualify a sales opportunity and better understand the needs and current environment of your
prospects. For this reason, you should work to embrace and understand the true objections you might be
facing.

When companies and individuals have an objection to making a purchase, it's one or some combination of
the following eight. Review them... know them. When you've hit a wall, check your sales opportunity against
them.

Understanding the true objection(s) will help you get one step closer to where you need to be-- whether it's to
the next stage with your current prospect or investing your time elsewhere... just sell®…

get them on a handy tile coaster to keep on your desk

the objections

1. lack of perceived value in the product or service

2. lack of perceived urgency in purchasing the offering

3. perception of an inferiority to a competitive offering

4. internal political issue between parties/ departments

5. lack of funds to purchase the offering

6. personal issue with the decision maker(s)

7. corporate initiative with an external party

8. "it's safer to do nothing" perception

now go sell something

print & route

(a printer-friendly version for you & your office)

the objections
Negotiation is your opportunity to demonstrate your commitment (and your company’s) to long-term
relationships to maximize value for both parties (for those who sell to businesses, value is ultimately
synonymous with profit). Negotiation in sales can be a formal event, at a specific time and on a specific date,
or it can be an ongoing theme at different points of the sales process. Negotiation is beyond price… it
includes the entire value proposition. As a sales professional you’re seeking mutually beneficial relationships
with prospects and customers which means you’re going to seek a true win/win solution. Practiced and
applied, negotiation skills can increase the level of trust and credibility you and your company have with
your prospects and customers.

The sales professional’s checklist below provides a quick overview for you and your team for your next
potential negotiation with a prospect or customer. Use what fits for your sales world, discard what doesn’t
apply. Your success depends more on your pre-negotiation preparation than on the negotiation moment(s)
itself. Books have been published (and sold), seminars presented and careers built on teaching negotiation
tactics and strategies-- we’re offering the basics to apply today… in your next call. The checklist below
covers it for you-- whether the information is totally new to you or simply a reminder, it will help you better
prepare for your next negotiation.

the sales professional’s checklist…

before negotiating begins…

• do not begin negotiations unless you’ve had an opportunity to fully present your value proposition
• understand the objections raised up to this point in the sales process and identify what your
prospect’s or customer’s motivation (hot buttons) may be based on these objections
• be prepared to articulate to the prospect or customer how your product or service will be used by
them and quantify what value they’ll receive
• be certain you’re dealing with a person with the authority to negotiate and make decisions
• adopt the right negotiating attitude…
• be confident in the value your product or service will return
• be prepared to be patient which will lead to higher trust
• be prepared to work towards a true win/win solution
• know in advance at what point the agreement is no longer beneficial to you and your company and
be prepared to walk away

during negotiation…

• use open-ended questions to confirm your understanding of their needs

• state your understanding of how the prospect or customer will benefit from your product or service—
confirm this is accurate
• be prepared for tactical responses from prospects and customers… whether it’s the flinch following
your price quote or silence… don’t react, instead respond with more questions
• listen
• do not rush to fill pauses… be comfortable with moments of silence
• be prepared to change the value proposition to support price concessions… support your price
integrity by adjusting the overall value (change delivery times, follow up, service period, etc.)
• seek to identify agreement on small items to help develop momentum to the negotiation…
 • summarize these agreements periodically
• take notes to demonstrate your commitment to the negotiation and to help you find opportunities to
summarize the smaller agreements verbally to the prospect or customer

after the negotiation…

if agreement is reached…

• summarize verbally and/ or in writing the agreement for all appropriate parties
• thank the customer or prospect for their time and reinforce the purchase decision
• for your next negotiation, review the points that seemed to help move the negotiation process
forward... study them... know them... use them

if no agreement is reached…

• sincerely thank the prospect or customer for their time and commitment to the process
• give the prospect or customer an "out"... this is an opening for them to come back to you and your
company in the future
• for your next negotiation, review the points that seemed to prevent the negotiation from moving
forward... study them... know them... use them

now go sell something

Closing tends to be the most stressful action in the sales process for so many people-- salespeople and
prospects. Your responsibility as a sales professional is to work the earlier stages of the sales cycle so that
closing becomes a natural conclusion if both parties benefit-- this includes, closing continually throughout
the process. Keep in mind, closing is really the beginning of your business relationship-- both parties should
be excited about working together.

The closing tool is designed to give you and your team a quick and comprehensive checklist of your "need to
know" points before attempting a standard close (trial closes don’t require the knowledge of all "need to
know" points-- trial closes serve as more of a qualifying function and help the process move to the standard
close). While it’s certainly valuable to have a basic understanding of the "traditional" closes articulated in all
sales manuals (e.g., the assumptive, the puppy dog, the physical action, the choice, the last chance, etc.),
it’s these "need to know" points that create the opportunity for any effective close-- these are non-
manipulative and universal. The correct answers to these questions assist in developing the close into the
natural conclusion we all seek in the process. Work through them for each prospect in your pipeline right now
and be sure you’re on the right track to closure.

Additionally, we’ve included some sample closing statements. These are simple statements and questions
that help everyone involved in the sales process move smoothly to closure. Use what you like, toss what you
don’t and build upon those appropriate for your sales world. No silver bullets… no slick lines… just the
basics… done well…

just sell®…

the closing checklist…

• Is there value in my product or service for my prospect?

• What is the hard dollar value? (return on investment, money savings, etc.)
• What other value is there? (prestige, safety, non-monetary improvements, etc.)
• Does the prospect understand and value the benefits of my product or service?
• Is a decision to buy my offering better than a decision to create my offering in-house?
• What risk to the prospect must I minimize or alleviate in regard to this buying decision? (financial,
time of implementation, opportunity cost, prestige, etc.)
• What urgency have I created to encourage the prospect to move forward now? (time to market,
discounts, delivery incentives, guarantees, etc.)
• Why is buying my product or service a better decision than moving forward with my competitor or
taking no action at all?

sample closing statements

(please note: any closing statement should be delivered or asked with confidence and an expectant attitude)

• Would you like to move forward?

• Are you ready to get started?
• Can we go ahead?
• We can start the process today with a credit card if you’d like.
• We can deliver it to you by the close of business tomorrow if you’d like.
 • We can have it delivered by the end of the month if we can get a signed contract into the
implementation department by Thursday.
• Should I forward a contract so you can get started?
• Would you like to try it for a quarter?
• It’ll take a few weeks to process and ship the order so if you’re interested in moving forward, we
should start the paperwork now.
• Let’s get this off your plate and start the paperwork. What do you think?
• Let’s start the process so you can get onto your other priorities. Sound good?

now go sell something

It took you a lot to bring them in… now it’s time to keep them and sell them more. Remember, prospects
become customers and customers are prospects. (click here for a sales reminder)

For many salespeople (especially those that classify themselves as hunters), service and follow-up activities
are often the most overlooked part of the sales process. Unfortunately, these activities are often the actions
that can help salespeople minimize the need to do some of what most people consider the most unpleasant
of all sales activities-- cold calling. While prospecting is something that should always be done, it doesn’t
mean it needs to be done cold in all cases-- implementing a deliberate and proactive service and follow-up
schedule can help you get closer to that utopia where business comes to you by word-of-mouth and referral
rather than through the 100 dials = 50 contacts = 10 appointments = 3 proposals = 1 sale formula.

Nothing fancy here… it’s simply a matter of taking a look at what you feel should happen after a close is
made, writing it down and making a checklist for each new customer so that you’re sure you’re maximizing
the value of your existing base. Keep in mind, these activities also will not only help you get more "non-cold
calling business" but will also help you retain your current customer base.

On your own or with your team (preferably outside the money hours), work through the guidelines and
thought prompts below to create a service and follow-up schedule that pertains to your particular sales world.
Start taking full advantage of a pool of prospects who are more likely to take your call… your customers.
You’ll be doing the right thing from a service standpoint, getting to know upcoming needs to make additional
sales, locking out your potential competitors and getting business from their colleagues. After all, it’s your
paying customers who should get the majority of your sales love-- give it to them… shake and bake… just
sell®…

your service & follow-up schedule…

the objective

• show gratitude
• affirm buyer’s decision
• minimize buyer’s remorse
• address potential challenges as they arise (before they grow into something worse)
• identify upcoming needs to develop more sales
• retain customers and lock out competitors
• obtain referrals & word-of-mouth prospects

method

work through the following using pen to paper or fingers to keyboard…

what is my current service and follow-up schedule? (what happens once a contract is signed or a sale is
made?)… be sure to include the time intervals when each of the service and follow-up activities take place?
(i.e., thank you email is sent upon verbal commitment, thank you note is mailed upon receipt of signed
contract, etc.)

__________________________________________________
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__________________________________________________
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what service & follow-up activities would I like if I were the buyer of my product/ service (activities not
currently done)?

• thank you call

• thank you email
• thank you note
• thank you gift
• an initial feedback phone call following implementation
• a technical and or customer service inquiry by another department
• a feedback phone call or letter after some period of time of usage of product/ service
• an annual/ quarterly/ monthly feedback call or letter
• an annual/ quarterly/ monthly breakfast/ lunch/ dinner to address needs or for continued relationship
development

__________________________________________________
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__________________________________________________
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what service & follow up activities could I add to my schedule that would potentially drive additional sales
from my customer?

• send a helpful third party book addressing another area where you have a solution
• send a customer newsletter with helpful ideas for their particular world (business or home)
• send relevant industry news stories or trade magazine articles
• give a plant or headquarters tour

__________________________________________________
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__________________________________________________

what service & follow up activities could I add to my schedule that would potentially drive referrals and word-
of-mouth prospects?

• send a note asking for referrals

• call or arrange a meeting where you can ask for referrals
• send several pre-done postcards with stamps for your customer to send to friends/ colleague
• who might benefit by talking with you about your product/ service
• send referrals to your customer

__________________________________________________
__________________________________________________
__________________________________________________
__________________________________________________
__________________________________________________

once complete, bring your current service & follow up activities together with the items you developed from
the final three questions and create your formal service & follow-up schedule… put it in a spreadsheet or
create a binder with an individual checklist for each new customer… keep a small box of individual checklists
on index cards… bottom line-- something simple so it gets done and you can drive more sales…

now go sell something

Customer service is a sales opportunity.

Handled as an account management function of the sales department or by another department altogether,
customer service is another opportunity to enhance your company’s relationship with existing customers and
prospects. To improve service is to improve the experience at each and every point of interaction that
customers and prospects have with your company. Remember, quality customer service is defined by the
individual experiencing it-- one size, one solution does not work… buyers want to be treated as unique
individuals. However, companies renown for their customer service know that one can orchestrate or create
a customer service experience that most often exceeds customers’ expectations.

The customer service checklist is your guide to deliberately identifying your points of customer interaction
and "scripting" the experience. Its purpose is to help you ensure that each point of interaction with your
customers and prospects is a positive experience. It begins by identifying the points of interaction and then
asking…

what does the customer want at this moment?

what experience does the company want to provide the customer?

Sales is not only a department responsible for generating revenue… it’s also a philosophy that should be
ingrained in every department of an organization… extend the sales culture to the customer service function
in your organization… be the one who helps make it happen… it’s all about sales™.

the customer experience checklist

before the sale…

Identify the possible points of interaction between your customer and your company before the sale even
begins…

• brochure received
• letter received
• telephone call answered

others:
__________________________________________________
__________________________________________________
__________________________________________________
__________________________________________________
__________________________________________________

As a team identify these points of interaction and decide what experience you want your customers to have
at each point. Write down what you feel that experience should be and create a script to orchestrate the
desired outcome.

for example…

interaction: inbound telephone call

experience: all inbound calls will be answered by the second ring with a greeting using the company name
and representative’s first name

"Thank you for calling ABC, this is Tom… how can I help you"

some thought prompts to help you…

• is it easy for customers to contact the correct department/ person/ office?

• is it easy for customers to contact your company by phone/ fax/ email?
• is your phone number clearly listed on all your collateral materials, including your web site?
• how quickly is the phone answered? does everyone strive for the same standard (e.g. all inbound
calls will be answered before the second ring)?
• are customers greeted with a smile (on the phone or in person)?

during the sale…

Identify the typical interactions between your customer and your company during the sale…

• need account information to place an order

• asks about product
• asks about delivery times

others:
__________________________________________________
__________________________________________________
__________________________________________________
__________________________________________________
__________________________________________________

As a team identify the typical interactions during the sale and decide what experience you want your
customers to have at each point. Write down what you feel that experience should be and create a script to
orchestrate the desired outcome.

for example…

interaction: customer doesn’t remember his/her account number

experience: representative is trained how to efficiently look up an account number using another piece of
information…

"That’s not a problem, would you mind confirming the spelling of your company name for me?"

some thought prompts to help you…

• are representatives smiling and pleasant throughout the process?

• are representatives fully attentive to the customer (and only that one customer at that time)?
• are representatives efficient in conducting the transaction?
• are representatives trained to "lead" customers through the transaction so it’s easy for the customer?
• is the transaction process efficient? does it require unnecessary information or duplicate information?
• is the customer ever required to wait too long to finish the transaction?
• do representatives sincerely thank customers for the transaction?
Script the desired experience for the top three transaction types and common interactions… train those
representatives who handle these interactions on how to deliver the ideal customer experience from greeting
to thanking the customer for the order.

after the sale (problem resolution)…

Identify the typical problems or mistakes which may occur after a sale…

• order received incomplete

• order did not arrive yet
• account was over billed

others:
__________________________________________________
__________________________________________________
__________________________________________________
__________________________________________________
__________________________________________________

Create scripts for how each of these typical problems should be handled-- remember that with problem
resolution, each problem is unique and the process must include opportunities for representatives to handle
the problem efficiently (by doing things right) and serving the customer effectively (by doing the right thing).

for example…

interaction: customer calls with a technical question

experience: customer cannot find the right person to answer the question

"I apologize that it’s not been easy for you to get this question answered… I’m going to personally make sure
I find the correct person for you… would you like me to call you back in five minutes or do you want to stay
on the line while I do this?"

some thought prompts to help you…

• does the resolution process begin with a sincere apology? (the apology does not have to accept
blame… consider
"I am sorry that you experienced that"
"I am sorry that the purchase did not meet your expectations"
• are your frontline representatives trained to solve basic problems?
• do your frontline representatives know how far they can go to resolve problems?
• do representatives take ownership of the problem and ensure it is either handled or personally make
sure the correct person handles it?
• do representatives listen attentively and apply that information to the resolution?-this helps make the
customer feel understood and better served
does the process make sure the representative is communicating next steps to the customer and
explain how the problem will be resolved?
• is there a sense of urgency to the resolution process?
• do representatives make and keep commitments, no matter how small?

something to add?
now go sell something
Networking is about contact-- contact with people.

A primary business activity for those who drive revenue (and even those that don’t*), networking is a skill set
well worth developing. In fact, it’s a necessity. And, like all parts of the sales process, it can be distilled to a
few very authentic fundamentals.

In the upcoming year, you’re sure to be in a networking environment (formal or informal). It may be a
tradeshow, an association or civic meeting. Or, you may find yourself at the national sales meeting with an
opportunity to meet the "home office" people who make sure your customers are served well. If you have
nothing on the radar at the moment, see what networking opportunities you can create. There’s immediate
and long-term value to you and those with whom you connect. It’s assured.

This is your guide to the fundamentals of successful networking… just sell style. Work it… practice it…
improve it… and work the room. Finesse points are developed with experience… by doing. Nail these
fundamentals and you’ll make every networking experience you’ll ever have a pleasure for you… and for
everyone with whom you connect… professionally and personally. It’s your time… it’s your event… it’s your
room… just sell®…

it’s all about sales™

To use this material throughout your company, click

here.

the networking checklist

well before the event...

with your particular event and its attendees in mind, prepare (in writing) & practice (verbally delivering)…

• your quick personal introduction

o appropriate to the event
o nothing fancy, no value statement here
o use person’s name if you know it or if they’re wearing a name tag

sample…
"hi, susan… I’m bob jones [with xyz company, in district 7, in the forms division]

• general statements/questions that will help initiate a conversation with someone (at least 3)

samples…
"how long have you been [a member of, involved with] [specific group]?"
"what brought you out here [today, tonight]?"
"have you been to a [meeting type] before?"
"what do you think of the [show, meeting, event] so far?"
"what did you think of the last [show, meeting, event]?"
"what do you think about [event specific thing or event]?"
"how do you know [speaker, organizer of the event, sponsoring group of the event]?"

• open-ended questions (at least 3)

o choose your favorite with the particular event in mind
o use the open-ended question tool or create questions of your own
• your value statements (at least two)
o statements of what you sell/ do in terms of the value it delivers to others
• exit statements (at least one of each)
o statement for scheduled follow up

samples…
"can I give you a call next week to set up a time to talk in more detail?"
"would you like to get together on friday and work through the idea?"

• statement for graceful exit

samples…
"good meeting you… will I see you at [other meetings]?"
"well that sounds exciting… best of luck with that… I’ll let you get back to [whatever the person was doing
prior to talking with you]… enjoyed meeting you."
"it’s quite an event… we should probably keep moving… i enjoyed talking with you, bob."

just before the event…

• set clear objectives & goals

o specific people you want to meet or talk with
o quantity of discussions you want to have
o number of post event meetings you want to schedule
• prepare your attitude
o completely positive (no "tradeshow cynicism")
o inquisitive mindset

at the event...

work toward your objectives & goals by…

• proactively initiating discussions

o using your prepared and practiced introductions & initiating statements
• sending the right message physically
o face the person completely
o smile
o energetic
• asking open-ended questions
o listen completely (without the intent to respond immediately or show your knowledge)
o allow small gaps of silence (in many cases the other person will fill them with more
information-sometimes extra information that’s useful)
• giving undivided attention to the person in front of you
o avoid wandering and scanning eyes (your goal is one-on-one attention)
o answer cell phone and pagers when you’re no longer engaged in the conversation
• delivering your value statements (when appropriate)
• maintaining your networking attitude to the end of the event
 o complete positive follow-thru (it’s show time, literally)
o rest after the event

after the event…

• quickly evaluate your networking performance

o review against your objectives & goals for the event
• follow-up with appropriate individuals
o written form as soon as possible (handwritten note, email or letter)
o phone if appropriate
• begin to seek out your next event
o set a target (once a month, quarter, etc.)
o join a networking/ lead referral club
o attend one or two events a year that are out of your normal parameters
o consider parallel industries and attending their events

*everyone drives revenue in one way or the other… just sell® (back up)

now go sell something

Managing your sales day-- the checklist for those who drive sales...

Time is money-- never a more true statement, especially for sales & marketing professionals. Money for you
and revenue for your company. You're a professional dedicated to generating ever increasing levels of sales
revenue. How efficiently you allocate your assets (your time, your skills, your resources) directly impacts your
ability to deliver those results and enjoy your success.

Time is a paradox for everyone. It's an absolute; it's perfectly equal for everyone… same days in a month,
hours in a day and minutes in an hour. Yet time seems to work better for some and be more abundant for
others. Those with seemingly more time have learned how to manage the allocation of their assets around
time.

Below is your time management checklist for the sales & marketing professional. It'll help you identify the
important elements to consider when developing your personal time management system. Some aspects
may apply to your sales environment, some may not-- use what works for you and skip the rest. Moving
forward, be sure to evaluate your time management practices periodically and use this checklist as your
guide.

It's your sales time… do more, sell more… just sell®…

the sales time management checklist…

organize your time…

the money hours

• organize your day around the money hours-- the hours you can and should be talking with prospects
and customers
• non-revenue generating activities are before or after the money hours

prospecting hours

• dedicate a certain percentage of money hours to prospecting

• vary the time of day you prospect to increase the probability of reaching prospects
• schedule it, do it, love it

follow up

• queue up and standardize your most frequently used follow-up pieces for easy production and
distribution
• document follow up immediately-- do not set aside to document later

professional development

• schedule non-money hours for sales skill development or improving industry and/ or product
knowledge
understand the value of your time…

sales days

• be aware of the sales days for each month and quarter

• know where you are in the sales timeline and plan accordingly
• download the sales day calendar

sales stats

• understand and track your sales stats so you may plan effectively
o dials to contacts
o contacts to qualified leads
o qualified leads to proposals
o proposals to contracts
o contracts to customers
o dials per hour
o follow up calls per hour
o follow up attempts before dropping

extra time

• choose a reasonable extra amount of time to dedicate to sales each day

(23 minutes each sales day adds one extra sales day each month)

productive down time

• always have something to read… always… for flight delays, waiting rooms and lines
• use drive time for sales development and phone calls (get a headset if you can)

the extra call

• one extra call a day is more than 250 extra contacts in a year

remember time management basics…

start early

• not only for the day, but also for the week, month and quarter
• start early on projects and sales appointments

plan ahead

• understand time for the month, week and quarter

• look ahead to sales days around holidays, end of the month and end of the quarter and plan
accordingly
• be aware of the sales "timeline" for your product-- where you are in the month and where you are
with the prospect

prepare yourself

• you're a sales professional-- prepare yourself for sales greatness with the sales checklist tool
respect time

• your time, your prospect's time, and customer's time

• professionals don't waste time and prospects and customers respect those who understand this…
be punctual and be succinct

tic toc…

now go sell something

Sales may be the only profession where even superstars lose more than they win. Sales is not a numbers
game… sales is rocket science… and like all professionals, salespeople always test assumptions, evaluate
processes and learn from the business they get and from the business they lose. The account review is one
way to organize your analysis of your sales results. It helps you identify why the outcome was what it was so
you can learn from your successes and turn even your set backs into something valuable.

Pull out ten recent cases of business you’ve won or lost… work through the questions and answer them
objectively. No need to spend time on beautiful and grammatically correct responses… quick stuff here.
You’re looking for patterns or correlations that will help you minimize future losses and maximize your
potential for future wins. Work through it with your team or take the bull by the horns yourself… it’s your sales
world… own it… just sell®…

the account review...

sales result

won || lost

sales opportunity

1. What’s the company?

2. What’s the role of my primary contact?
3. What’s the primary contact’s title?
4. What product or service was involved?

source of prospect

1. Was the prospect from my outbound prospecting efforts? If so, which lead source?
2. Was the prospect from an advertising or direct marketing campaign? If so, which campaign?
3. Was the prospect from a trade show? If so, which show, when and where?
4. Was the prospect a referral? If so, from whom? From what industry was the referral given?
5. Was the prospect an inbound inquiry? If so, thank the sales angels for this one.

decision maker/ decision process

1. Who was the decision maker?

2. What was the decision maker’s title and role?
3. Describe the decision making process.
4. Who else was involved in the decision making process? What were their titles and roles?
5. What was the time frame for the decision?
6. What third party influencers were involved?
7. Did I have direct access to the decision maker?
8. Was my primary contact the decision maker?

needs and objectives

1. What was the prospect’s specific need for the product or service involved?
 2. Describe specific statements from the primary contact that define that need.
3. What objections were raised by the prospect?
4. What responses were used to overcome those objections?

note: if you’re uncertain of how well you understand your prospect’s needs, review these questions to
evaluate your understanding…

1. What was my prospect’s business goal or objective?

2. What was my primary contact’s personal goal or objective?
3. What was the prospect doing before they made this decision?
4. How many people would use the product or service involved?
5. Specifically, how would the prospect use my product or service?
6. How long has the prospect been in business? How long has the primary contact been with the
prospect company?

also, try these open-ended questions in your sales process…

playing field and competition

1. When did I arrive in the buying process? e.g. first, second, last…
2. What criteria was established by the prospect for the selection process?
3. How were these criterion determined?
4. When did I last verify these criterion were still valid?
5. What competitors were involved?
6. If the account was lost, who won?

pricing/ budget

1. What was the prospect’s budget or desired price target?

2. Was price raised as a significant issue? If so, when in the process?
3. What price concessions, if any, were offered to the prospect? When?

referrals and collateral

1. Which referral customer(s) did I use, if any?

2. Which collateral material(s) did I use?
3. What type of follow up or support materials were provided?

time frame

1. What decision time frame did the prospect provide at the beginning of the process?
2. What was driving the time frame?
3. Did the time frame change as I moved through the sales cycle?
4. When did I last verify the decision making time frame?

warning signals

1. Did the prospect hedge on when a decision would be made? If so, when in the process?
2. Did the prospect hedge on the available budget or target price point? If so, when in the process?
3. Did the primary contact reduce frequency of contact or become increasingly unavailable? If so, when
in the process?
 4. Did the primary contact reduce my contact with others involved in the decision making process? If
so, when in the process?
5. Did the decision making process get changed? If so, when in the process?
6. Did the prospect de-emphasize the need for the product or service? If so, when in the process?

overview/ summary

1. If won, was there one occurrence or activity that was primarily responsible for winning the business?
If so, what?
2. If lost, was there one occurrence or activity that was primarily responsible for losing the business? If
so, what?

now go sell something

Interviewing your next superstar? Looking for your next sales position? Here’s a list of 31 interview questions
in no particular order…

If you’re interviewing candidates, use what you like… improve what you don’t…

If you’re in the hunt for a new sales position, use them as a prep tool and work your way through. When you
come out the other side, you’ll be completely tuned and ready for action… dig in…

1. Tell me about your last three days at work-- beginning to end.

2. How many first appointments do you have each week?

3. What do you like and dislike about the sales process and why?

4. What do you like and dislike about the products or services you’re selling now and why?

5. What attracts you to the <your industry> industry?

6. What are your long term professional goals?

7. What do you do personally for your professional development?

8. What are your favorite selling books?

9. What type of sales cycle is most rewarding to you? A long cycle for a big ticket item or a series of
smaller, more frequent sales.

10. As a sales professional, what do you see as your primary and secondary roles within a company?

11. In your current position, how much time would you say you spend directly with prospects and
customers throughout the sales day and what specifically do you do with them?

12. Describe a situation with a client or prospect where you made a mistake. How did you handle the
error?

13. Describe a couple of instances, big or small, where you took a different tack in achieving an objective
than was the company standard?

14. Describe a time where a creative approach to meeting an objective didn’t work and what you did
next?

15. What do you think are the most important skills in succeeding in sales?

16. What are your top three open-ended questions for initial sales calls?

17. In your current sales environment, describe the process you go through to qualify your prospects?

18. What is the largest group you’ve presented to (externally/ internally)?

19. How do you organize a presentation?

 20. What do you like and dislike about presentations and why?

21. What do you see as the key issues in negotiating?

22. What do you see as the key skills in closing?

23. How would your present prospects and customers describe you as their sales representative?

24. Describe a time your company did not deliver on its product or service and how you responded?

25. Describe one or two of the most difficult challenges and/ or rejections you’ve faced in the past and
how you responded?

26. How many rejections do you take in a typical week?

27. How do you move forward from a string of rejections?

28. What would you say your one or two biggest failures or mistakes were? What did you learn from
them?

29. What are some of the challenges you see that are facing this industry?

30. How would those with whom you work now, across all areas of the company, describe you and the
work you do?

31. Describe a time you led a group of people, the primary challenges you faced and how you handled
them?

now go sell something

Bottom line… sales success is based on dollars ultimately generated. There are certainly several additional
organizational contributions that the salesperson can (and should) make, but when evaluating a
salesperson’s value… sales results are primary… and results are best achieved when goals are formalized
(no epiphany here). So, commit now, to winging it no longer. Don’t allow yourself to say, "What happens…
happens. I’ll just do the best I can." Don’t listen to those who suggest goal planning is "fluff"-- whether they're
successful in sales or not. All else being equal, the sales professional who formally sets performance goals is
the one to bet on. Leave permission-based failure to your competitors. You know formal goal setting is a
good investment of your time, so make sure you get it done if you want to succeed.

If you’ve not had the opportunity to formally set your goals for the coming month, quarter or year, consider
using the goal setting worksheet below to help you. Because sales environments, processes and
organizations can differ significantly, you may need to rework some of the points. No problem. Use what you
like and toss what you don’t but make sure you do it (in writing) or you’ll always be subject to your
environment (a boat hoping the current will bring it safely into the harbor).

You do not have our permission to fail. Yes, you’re human, but in our book that means you sell… go to work.

results

• income target
• less base salary
--equals commission/ bonus target
• commission/ bonus target
• divided by the average commission/ bonus earned per sale
--annual unit sales target to reach income target
• annual unit sales target
• divided by 12 months
--equals monthly unit sales target
• annual unit sales target
• divided by 50 weeks (assuming two week vacation-adjust accordingly)
--equals weekly unit sales target

activity

• average outbound calls per [day, week, month] (method typically used-phone, in person, etc.) to
engage in an initial sales interview
• average number of initial sales interviews or demonstrations per [day, week, month] to find a highly
qualified prospect where a contract or proposal will be developed and delivered
• average number of contracts or proposals delivered per [day, week, month, quarter] to close a deal

activity/ results formula

(given the activity averages and the results targets above)

• outbound call target per [day, week, month]

• outbound initial sales interview target per [day, week, month]
• outbound contracts or proposals delivered per [day, week, month]
development

• targeted future position or professional status

• targeted time frame
• targeted number of professional development classes or seminars to attend during [month, quarter,
year]
• targeted number of professional development books/ audio tapes/ video tapes to complete during
[month, quarter, year]
• targeted number of professional events to attend during [month, quarter, year]
• targeted number of comfort zone challenges for the [month, quarter, year]
• list specific titles or names for targets above that are currently known

additional organizational contributions

• targeted number of product or service ideas to be submitted during [month, quarter, year]
• targeted number of improvement suggestions to be submitted during [month, quarter, year]
• targeted number of company activities to participate in, outside the sales role during [month, quarter,
year] (e.g., training others, strategy sessions, writing an internal newsletter, etc.)
• list specific ideas, suggestions and activities for targets that are currently known

professional mission statement

• professional mission statement for [month, quarter, year]

something to add?

now go sell something

An objective evaluation can (and should) be a very effective tool for professional development (self-driven or
not). Every month or so, consider formally investing 30 minutes in yourself and step through the points below
as a private check on your value and progress as a sales professional (use what applies and adjust what’s
missing). Forget the fluff and examine yourself as your manager might (or ultimately will). Keep up the good,
eliminate the bad and remember to always be moving toward your professional goals. Make self-evaluation a
consistent part of your sales discipline and you are guaranteed to have better results.

In the event your company hasn’t yet standardized its formal evaluation procedure, let the questions below
serve as a guideline to helping you evaluate your sales team and ultimately coaching them to consistently
improved performance.

it’s all about sales™

To use this material throughout your company, click here.

contribution

1. sales revenue generated during the past [time period]

2. number of units sold during the past [time period]
3. number of new customers brought in during the past [time period]
4. growth (percentage) of each figure above over the previously measured period

activity

1. number of outbound prospecting calls (dials or in-person) made during the past [time period] for new
business
2. number of outbound prospecting calls (dials or in-person) made during the past [time period] for
business from existing customers
3. number of initial sales interviews given during the past [time period]
4. number of presentations given during the past [time period]
5. number of proposals generated and delivered during the past [time period]
6. number of trade shows and/ or events (selling opportunities) attended during the past [time period]
7. growth (percentage) of each figure above over the previously measured period

sales process skills

Rate the general skill level in each area of the sales process that applies, on your preferred measurement
basis (e.g., exceeds expectations, meets expectations, does not meet expectations, numeric, alpha, etc.).

1. prospecting
2. interviewing
3. needs analysis
4. presentation
5. negotiation
6. closing
 7. service & follow-up skills

*note specific details where a rating is particularly high or low

Rate the skill level of each that applies, on your preferred measurement basis (e.g., exceeds expectations,
meets expectations, does not meet expectations, numeric, alpha, etc.)

1. asking questions
2. listening
3. qualifying
4. discovering primary issues of concern (hot buttons)
5. building rapport
6. establishing trust
7. addressing objections
8. planning action steps
9. confirming understanding
10. asking for referrals
11. seeking additional selling opportunities
12. evaluating responses & results
13. affirming decisions
14. developing credibility
15. developing a valuable relationship
16. maintaining a positively expectant attitude
17. managing selling time
18. territory management
19. sales tracking, reporting and general paper work

*note specific details where a rating is particularly high or low

general professional skills & characteristics

(use the following list as a thought prompt for general characteristics & skills evaluation)

1. work ethic
2. integrity
3. flexibility
4. decision making ability
5. willingness to take risks
6. communication
7. impact on others within the organization
8. leadership

product knowledge

1. new product/ service knowledge acquired during the past [time period]
2. new industry knowledge acquired during the past [time period]

professional development

1. industry or professional books read during the past [time period]

2. developmental audio or video material listened to or viewed during the past [time period]
3. classes or seminars attended during the past [time period]

additional contribution
 1. product or service ideas submitted during the past [time period]
2. improvements suggestions (solutions) made during the past [time period]
3. company activities participated in outside the sales role during the past [time period] (e.g. training
others, strategy sessions, writing an internal newsletter, etc.)

general overview (given above data points)

1. areas of strength over the past [time period]

2. areas of significant improvement over the past [time period]
3. areas needing improvement in the coming [time period]

suggested action steps

1. specific result focus for the coming [time period]

2. specific activity focus for the coming [time period]
3. specific development activities for the coming [time period]
4. other specific activities or areas for the coming [time period]

* If you’re formally evaluating a member of your sales team, either introduce or conclude (whichever you
prefer) each area of evaluation above with appropriate overview statements that address and identify…

• particular strengths in that area

• specific areas of significant improvement over the previous time period
• specific areas where improvement is needed

… or include these statements toward the end of the evaluation, just before your suggested action steps for
the coming time period.

Where there is no specific strength, improvement or improvement needed, avoid forcing verbiage and move
on.

now go sell something

print & route

(a printer-friendly version for you & your office)

the sales evaluation

ABC
sales acronym... always be closing... historic and present day sales tip.

AIDA
sales process acronym... attention, interest, desire, action... "get the prospect's attention, gain their
interest, create desire and encourage them to act by moving forward with the purchase."

advocate revenue
sales influenced by word-of-mouth advertising.

agent
a person who acts on behalf of a company or individual to sell its products or services... an agent is typically
compensated on a commission only basis... also see broker

ambush marketing
the act of marketing a product or service in conjunction with an event or other brand without paying for the
right... typically used when an official sponsorship opportunity is available but a company doesn't wish to pay
the fee for the sponsorship or another company has already purchased the sponsorship.

ASP
acronym... application service provider... a software solution used by the customer where the solution itself is
developed, hosted and managed by an outside company... generally implies a lower implementation cost.

assumptive close
old school closing approach where the salesperson assumes the prospect is buying and moves directly to a
request for a signed contract and/ or payment.

barter
a non-monetary exchange... an exchange of products and/ or services for other products and/ or services...
sometimes used to minimize cash outlays or to maximize the value of sunk costs.

base salary or "base"

the guaranteed portion of a salesperson's monetary compensation... not always a part of a salesperson's
compensation.

benefit
the value experienced by the customer.

Black Friday
a retail sales term used to describe the Friday after Thanksgiving... traditionally a big selling day for the retail
world... originated as a description of the day in the year when a retailer begins to profit or "be in the black".

broker
a person who acts on behalf of a company to sell its products or services... a broker is typically compensated
on a commission only basis... also see agent.
budget
the amount of money available for use to a salesperson or purchasing agent for a particular time period or a
particular project... can also be used to describe a sales target (in revenue and/ or units) for a specified time
period... also referred to as a quota, goal or forecast.

buying signal
a communication from a prospect or customer that indicates s/he is or is strongly considering making a
purchase... typically delivered in the form of a question (i.e., can i have it delivered before the end of the
month?)

CRM
acronym... customer relationship management... term generally used to describe a comprehensive software
solution that helps companies manage their relationships with their prospects and customers.

canvas
another word for the activity of prospecting... typically used when referring to prospecting that involves
prospecting that's done in person rather than over the phone.

channel
the means used by companies to make their products and services available to their target market...
examples include direct channel (sold by the company's sales force), distributors, retail stores,
manufacturers' reps and value added resellers.

close
part of the sales process...

as a noun... the point at which the prospect makes a commitment to purchase a particular product or service.

as a verb... the point at which the salesperson asks or encourages the prospect to make a commitment to
purchase a particular product or service.

cold call
a sales call where the salesperson doesn't personally know the company and/ or contact s/he is calling on
and/ or a sales call where no known need, by the prospect or salesperson, exists.

comfort zone challenge

an activity in which one engages in order to push one’s envelope where one has relatively little experience
and/ or comfort.

commission
compensation paid to a salesperson following the successful completion of a sale to a customer... typically a
percentage of the gross sales revenue but can be linked to units or margin as well.

contact manager
a method or system for managing contact information, priorities and checklists... typically used to describe a
software solution that partially automates contact management functions.

cross sell
to sell a prospect/ customer a product or service that complements or adds value to another purchase... can
also be used to refer to selling an existing customer another product or service (regardless of its connection
with another purchase)