âIf youknowtheenemyandknowyourself, you need not fear the result of a hundred battles.” (The Art of War) It is not enough to know your product. To sell successfully you must also know your competitorâs product. The failure to do so will cost you sales. You will be stumped when thrown a curve ball. âBut, (your competitor)
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Objections are the archenemy of the average seller. The inability to handle objections is debilitating to the sales process. Iâll wager that easily over half of your pregnant sales abort because of this handicap âIâve never heard of youâ, the prospective buyer says. âHow do I give you my money to invest for me?â The
The average seller harps on the benefit of the two-door lift; the progressive one first vividly spells out to the buyer what not having the two-door lift means. Before sharing the benefits of your product, first spell out what the lack of its benefits means to the buyer. Let me illustrate. Youâve watched it in
If itâs impossible for you to fathom, itâs difficult for you to accept or say it. Juma had practiced the response countless times. He now had it down to a T. âWhen they ask me how much I want to be paid, Iâll say 30,000shs. That is a reasonable increment from the 24,000shs Iâm earning
Banks struggle to compete because, unlike fintechs and BigTech, humility, adaptability and transparency are vague values for the profit-raking banks âThe first rule of any technology used in a business is that automation applied to an efficient operation will magnify the efficiency. The second is that automation applied to an inefficient operation will magnify the
The challenge for banks is not what they have but who they are. Challenger banks are natives in the digital world, but banks are migrants Could banks be going about digitization like a 40-something year old does a smartphone? He believes the smartphone makes him digitized but it only makes him digital. Digital is an
Doing so makes you an order taker; you are little more than a shopkeeper waiting for the buyer to say, âI want a loaf of bread,â for you to jump into action. If you acquiesce to discounts based solely on your salespeopleâs feedback, then you and your sales people have a problem; you, a business
Effective sales management requires the manager to have his nose in other peopleâs business. The effective sales manager has his nose in his sales team’s personal business. âDo not bring your personal problems to workâ is an oft-quoted admonition that rings sour to successful sales management. And personal problems could range from the mild, âMy
How can you accelerate the sale? By establishing early in the sale, through asking insightful questions, the buyerâs real pain point. We buy a product or service to solve a problem. However, we rarely articulate the problem to the seller which makes his job that bit more complicated. For instance, we ask for a drill
Conforming to the rules, works against successful selling. The stickler for rules gets frustrated because he yields to them and gets mediocre results at best. Progressive sellers, on their other hand, while remaining ethical, take the rules as guidelines, not deadlines. Many times they will bend them to snapping point much to the irritation