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Tag: Sales Tips

  • Use This Blueprint to Turn Prospects Into Customers For Life | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    Contrary to what you see in pop culture, sales is all about building lasting relationships that create customers for life. Whether you’re just starting out or have been running your small business for years, the road to success can often feel like navigating an uncharted path. But here’s the good news: With the right map, you can make the journey smooth, predictable, and, most importantly, sustainable.

    In this article, we’ll walk through the essential strategies every entrepreneur needs to win opportunities and build lasting, profitable customer relationships. Think of this as your sales blueprint — the guide for turning potential leads into loyal customers, while optimizing your time and efforts to focus on what truly matters.

    Related: 5 Ways to Master Sales

    Step 1: Focus on winnable opportunities

    The first step in any successful sales process is knowing where to focus your energy. Not every prospect is an equal fit for your business, and spending too much time chasing leads that aren’t a good fit can waste your time and lead to burnout. That’s why it’s critical to identify and prioritize opportunities that you can actually win.

    You might already be familiar with the idea of evaluating prospects based on their needs, but there’s more to it. It’s about assessing the fit between what you offer and what the prospect truly values. A good way to approach this is by regularly reassessing your opportunities, particularly as circumstances change. Sales cycles can evolve, and so can a prospect’s priorities. By staying flexible and adapting to those changes, you can spot red flags early and recalibrate your approach.

    For example, maybe you’ve been talking to the manager of a small company who seems interested, but after a few conversations, you realize the decision-maker is absent from the table. Or perhaps you don’t have enough information to quantify the impact of solving their business challenges, or there’s no clear plan in place for moving forward. These are warning signs that something may be missing from the equation — and that’s your cue to re-engage and realign the conversation. If you can’t make progress in key areas like these, it might be time to move on.

    Step 2: Use tools to refine what is and isn’t a winnable deal

    Once you’ve identified promising prospects, the next step is to assess where you stand. Are there any gaps in your current understanding? Is there something that still needs to be clarified or revisited before you can close the deal?

    This is where a proven opportunity assessment tool can work wonders. Think of it like a rearview mirror — an opportunity to look back and assess where you are in the sales process. By reviewing your past interactions and evaluating what’s still needed, you can uncover potential missed opportunities or areas where your pitch may need refinement.

    Tools like this allow you to step back, ask yourself the tough questions and make sure you’re not leaving anything to chance. For instance, you might ask:

    • Should they buy? (What is the problem they need to solve, and how will you do it?)

    • Is it worth it? (Is the problem worth solving? What is the ROI?)

    • Can they buy? (Are you talking to the final decision-maker?)

    • When will the purchase happen? (Are you clear on all the steps that need to happen?)

    By asking these kinds of questions, you’ll be able to address any gaps and adjust your strategy accordingly. Don’t hesitate to revisit earlier parts of the conversation as needed. Ask open, probing and confirming questions — what we call O-P-C questions — to truly understand your buyer. The more clarity you can provide at this stage, the more likely you are to close the deal.

    Related: 7 Bulletproof Strategies to Increase Sales and Make More Money

    Step 3: Create a plan with your prospect

    To make sure both you and your prospect are on the same page, it’s important to establish a clear and actionable plan. This mutual plan should align both parties around what needs to be done and when.

    A solid plan is built around the prospect’s timeline. By setting expectations for when and how decisions will be made, both you and your prospect can work towards a shared goal without any confusion. It’s essential that this plan is flexible, allowing for adjustments, but also structured enough to maintain momentum.

    Remember, the plan should not only focus on closing the deal but on ensuring a successful partnership beyond the sale. What steps need to be taken to deliver value after the agreement? How will you maintain communication moving forward? These are all crucial aspects of building a long-term, mutually beneficial relationship.

    Step 4: Manage yourself for success

    Finally, don’t forget to manage yourself throughout the process. Successful entrepreneurs know that it’s all about how you approach your day, your mindset and how you stay focused on your goals. Staying organized and maintaining a clear vision of what success looks like will help you navigate challenges more effectively.

    Being proactive, setting realistic goals and continually reflecting on your progress are all key to keeping momentum. Sales can be a rollercoaster ride with plenty of highs and lows, but by keeping yourself grounded and organized, you’ll be better equipped to handle whatever comes your way.

    Related: No Sales Experience? No Problem. Here’s How to Confidently Turn Conversations Into Revenue.

    Following your blueprint for successful sales

    Take the guesswork out of selling: By following a clear, structured process — from identifying winnable opportunities to closing deals and managing ongoing relationships — you’ll not only win more business, but you’ll also build a reputation for delivering real value. Keep your eyes open for gaps, revisit your opportunities regularly, and don’t shy away from creating a detailed plan that aligns both you and your prospect toward mutual success.

    Building customers for life means creating meaningful connections and delivering solutions that truly make a difference. So, take these steps to heart, create your sales blueprint, and watch your entrepreneurial journey thrive.

    Contrary to what you see in pop culture, sales is all about building lasting relationships that create customers for life. Whether you’re just starting out or have been running your small business for years, the road to success can often feel like navigating an uncharted path. But here’s the good news: With the right map, you can make the journey smooth, predictable, and, most importantly, sustainable.

    In this article, we’ll walk through the essential strategies every entrepreneur needs to win opportunities and build lasting, profitable customer relationships. Think of this as your sales blueprint — the guide for turning potential leads into loyal customers, while optimizing your time and efforts to focus on what truly matters.

    Related: 5 Ways to Master Sales

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    Julie Thomas

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  • Top 10 One-Liners to Go From Salesperson to Trusted Advisee | Entrepreneur

    Top 10 One-Liners to Go From Salesperson to Trusted Advisee | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    Sales is an art form. It requires techniques, skills and A LOT of practice. The thing about sales is that there are key opportunities in the sale called “golden moments.” The golden moment is the point where your sale can go one of two ways: really good or really bad! The key is to know the right thing to say at these crucial times — and often, it isn’t what you would expect.

    When you’re in the depths of a sale, there is a lot of pressure building between you and your potential customer. Your job as the seller is to release this pressure for them. How do you do that? Reverse psychology. As a natural part of the sale, you and the customer are positioned on two opposing ends. To overcome this, you need to join them on their side. Step out of the salesperson position, and think, reason and talk like them. Want to see how to achieve this? Let’s jump into my top 10 one-liners to make the golden moment yours.

    Related: 8 Simple Keys to Becoming a Better Salesperson

    1. Acknowledge past hesitations

    “Obviously, you would’ve (insert action of your sale) if it was right for you.”

    Here’s the deal, people have reservations, and it’s crucial to acknowledge them upfront. It demonstrates respect for their judgment and decisions, and it creates an environment of mutual understanding. It’s not about overriding their concerns but aligning with them to find the best possible solution. Bring a voice to their concerns. Make them valid. The more you hear and reflect your customer’s concerns, the more they become open to you.

    2. Prize frame technique

    “I’m not sure if this is going to be a good fit, but we will just have to see.”

    This one’s golden, and it must be done when the sale is going well! It subtly communicates that what you’re offering is valuable and desirable, requiring a proper fit. It lets the client know you’re as discerning as they are, evaluating if your offering aligns with their needs. This fosters a partnership approach rather than a hard sell. What you’re doing here is taking the decision-making from the customer to yourself, strengthening their desire for what you’re offering.

    3. Address the elephant in the room

    “Everyone wants to save money; I’m just here to ensure this is the right fit for you.”

    Let’s face it, we all want to save a buck or two. By bringing this mutual understanding to light, you’re creating an alliance with the customer. It shows that you’re not just there to make a quick sale but to genuinely find a fitting solution for them. You are making them feel they’re not just a number, but a person to you. Bring this one out early to build transparency and authenticity with your customer after your initial rapport has been established.

    4. Tie down the obvious

    “If I could offer gas for a dollar cheaper per gallon, would you want to know?”

    Simplicity and relatability are key. Positioning your offering in everyday terms makes it accessible and appealing. You can edit the example to something that is similar to your own sale. It demonstrates to the customer the “no-brainer” aspect of the deal you’re about to propose. If they’re not interested in obvious benefits, they might not be your ideal client. And that’s okay! Knowing this early on saves both parties valuable time.

    5. The pull back

    “Do you have (insert a problem) that could affect (insert an issue)? We need to assess that.”

    Maintaining control and creating investment is crucial. By pulling back at the right moments, you’re not just throwing in the sale; you’re strategically positioning the customer to be part of the process, ensuring they feel valued and heard. You are using reverse psychology here. By pulling back, the customer feels they can trust your word more. Nothing is without problems. If you practice this, you not only take back control of the sale, but you tell your customer “I am realistic, and this is a sale you can trust.”

    Related: 7 No-Brainer Strategies to Close More Sales by Getting Customers to Trust You

    6. Smile and inform

    “If you decide this isn’t for you, I at least want you to have the right information.”

    Information is power. A friendly demeanor paired with the provision of valuable information creates a positive interaction, regardless of the outcome. It’s about leaving them in a better place than they were before they met you. This one-liner is great at moments when you can see the customer pull back. Like the pull-back liner, this signals to the customer they can trust you. By outlining the value you bring to them, they can see the value in the sale.

    7. Jump on that bandwagon

    “Let’s see what some of your neighbors are doing and weigh the pros and cons.”

    This is about leveraging social proof. People often find comfort and validation in knowing what others are doing, especially their neighbors. It’s not about following the crowd but providing a broader perspective and additional reassurance. If the customer doesn’t have neighbors to compare, find another group. Perhaps you’re selling computers, and students are regular customers of yours. Speak about your customer base as you know them. “I have many art students come in for this model of computer for design. We should weigh the pros and cons for you.”

    8. Quick exit for time-wasters

    “Like I said, I have another appointment.”

    Time is of the essence. This line allows you to transition away from less serious prospects gracefully. It underscores the value of your time without dismissing theirs, maintaining professionalism and respect. Re-emphasize the fact you have said this before. It helps you to transition out of the dead-end interaction politely and efficiently.

    9. The pressure relief valve

    “Yeah, I wouldn’t do that either.”

    Sometimes, agreeing with a customer’s concern is the most effective way to build rapport. It alleviates pressure and shows your human side — that you’re not just a sales machine but someone who understands and respects their viewpoints! Say the unexpected. Remember: You need to join the customer on their side of the equation. Walk in their shoes with them, validate their concerns, and make them feel safe. Sometimes all that is needed is to just hear them out.

    Related: 10 Qualities Separating the Extraordinary Salesperson Apart From the Pack

    10. Here’s the catch

    “Here’s the catch: Most companies don’t want you going with (insert product) because of how (insert good attribute) it is.”

    The key here is to turn the strength of the product into a weakness. This same technique is used in interviews when interviewees need to say a weakness of theirs. Customers always expect a catch! If there isn’t one, that is likely a suspicious sale. Make a strength of your product its weakness, and satisfy this expectation of theirs in a way that works for you.

    And remember — practice makes perfect! And no two sales are ever the same, even with the same product. With time, you will know the golden moments where you can use these one-liners to go from salesperson to trusted advocate to the customer. Join them, be their friend, and take off the sales hat from time to time. Your transparency and authenticity is the biggest asset you’ve got, no matter the product!

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    Mikey Lucas

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  • Focus on These 3 Key Areas to Overcome Sales Challenges | Entrepreneur

    Focus on These 3 Key Areas to Overcome Sales Challenges | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    In any business, there’s always room for improvement. This is especially true when a recession seems imminent and companies must adapt to unfavorable economic conditions. Because systems, processes and operating units have a way of taking on a life of their own, they often leave leadership teams struggling to find the right means to improve overall business performance.

    Sales Xceleration’s data strongly suggests that sales, in particular, pose a problem for organizations, with 89% of small and midsize businesses reporting difficulties arriving at a sales strategy. The same is true for sales analysis, with 89% grappling with goals, quotas, incentives, sales team metrics and other elements. However, it’s not all bad. Determining how to overcome sales challenges can often be accomplished by focusing on recent organizational trouble spots. Prioritize the following areas:

    Related: Here Are 5 Trends to Watch Out for in Sales and Marketing in 2023

    1. Take a second look at onboarding sales reps

    A successful onboarding process and ongoing training strategy can increase employee engagement and equip team members with the knowledge and skills to excel in their jobs. It also provides the opportunity to familiarize new hires with the organization’s policies, benefits and processes, ensuring that their behaviors and actions align with expectations and contribute to the overall objectives of the company. According to Harvard Business Review, employees who have a positive, formal onboarding experience even have a 50% increase in retention and a 62% increase in new-hire productivity.

    Despite these benefits, Sales Xceleration data indicates that 67% of organizations aren’t onboarding sales reps with any formalized structure. This just opens businesses up to unneeded risk. For one, new hires enter their roles without a full understanding of the job — nor do they know exactly what success looks like in that role, which can harm productivity and lead to poor customer service. Given enough time, your business can easily begin to experience customer churn and a hit to the bottom line.

    New hires may also question the value of their roles and wonder whether they will advance their career goals. Employee satisfaction and morale will take a nosedive. And what was once viewed as a long-lasting career will be anything but, and you’ll probably see high turnover rates with new hires.

    The fix is actually quite simple: Initiate a plan for onboarding sales reps. Set clear 30-, 60- and 90-day goals. Communicate the plan in writing, making sure everyone understands the process, standards and expectations prior to starting. Then, it’s just a matter of checking in with new hires regularly, maybe every month, until they start working independently. As the market for top talent — particularly sales talent — becomes more competitive, onboarding and development will only become more critical.

    2. Reassess roles, responsibilities and sales resources

    When everyone knows what they’re supposed to do and what’s expected of them, the workplace becomes more productive. In these environments, employees know how to behave and where to focus their attention. Less desirable tasks are no longer delayed until they create issues. Because responsibilities are clearly defined and assigned, collaboration comes much easier. In general, everything gets done on time. This clarity permits businesses to save energy and resources, experience fewer redundancies and avoid confusion about the next steps.

    Unfortunately, organizations often fail to communicate expectations clearly enough to enjoy these benefits. In fact, Sales Xceleration data indicates that 57% of organizations don’t have sales resources, roles and responsibilities defined in writing. Again, this opens them up to risk — so much so that it could damage business. Every role in small and midsize businesses is essential. If even one sales employee is struggling, business objectives will become more difficult to achieve.

    To correct deficits in this area, start by documenting sales processes so that few questions remain about the customer journey, the key milestones to watch for and the ways processes correlate with buying behaviors. Communicate your goals and key performance indicators, and make sure to add these to employees’ compensation plans. Performing regular performance reviews is also important.

    Related: How to Set Expectations and Get the Performance You Want From Your Team

    3. Address any sales skills gaps

    Though it might seem obvious to address skill gaps, Sales Xceleration’s data indicates that 92% of organizations fail to do so when gaps are discovered. This aligns with findings by the National Society for Leadership and Success, which argues that the workforce at large is experiencing a skills gap crisis. In sales, this has the potential to be catastrophic: When sent out into the market without the knowledge or abilities to share what makes a product or service unique, untrained sales reps will very likely cause business to suffer.

    Focusing more attention on how to train sales reps can help. If no onboarding plan is in place, prioritize creating one. You must understand what inspires team members to do their best work and make sure the employee experience is a good one. Doing so will allow sales reps to grow and encourage them to stay with your company. Utilizing a learning lab could also help move the needle in the right direction. Ensuring your sales reps have the right skills can make a big difference in their production. According to RAIN Group, top-performing sellers are 33%-120% more likely to have account management skills, and sellers with advanced consultative selling skills are almost twice as likely to be top performers.

    Still, proper training also needs to be aligned with goals. To provide direction for sellers’ efforts, it is extremely beneficial to set professional development goals for sales reps. This is also key to correcting sales skills gaps when discovered. When salespeople aren’t made aware of problems, they have no means of taking the necessary steps to improve.

    It can be difficult to know how to overcome sales challenges. While not all companies have issues onboarding sales reps, defining responsibilities or correcting skills gaps, these areas have become increasingly problematic in organizations. Regardless of where your company’s difficulties lie, it’s critical to look at the processes already in place and determine whether they’re working for the business and the sales team. This might reveal problems no one knew existed but could be fixed.

    Related: 10 Research-Backed Ways to Improve Sales Success

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    Maura Kautsky

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  • Amazon Uses These Psychological Tricks To Take Your Money on Prime Day | Entrepreneur

    Amazon Uses These Psychological Tricks To Take Your Money on Prime Day | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    Brace yourselves, dear navigators of the e-commerce maze, as we embark on an exploration of the monumental spectacle of retail that is Amazon Prime Day. Much like the gladiatorial combats of ancient Rome, it’s a thrilling spectacle fraught with both promise and peril. And it’s your cognitive biases that often play the role of both the lion and the gladiator, pitting you against yourself in a fierce battle of wit and will.

    Trap 1: The confirmation bias chimera

    Picture this: you’re browsing through Amazon’s tantalizing offerings and you stumble upon a particularly appealing set of steak knives, which you’ve convinced yourself are just the upgrade your kitchen deserves. Never mind that you’ve managed perfectly well with your current cutlery for years, the deal seems too good to pass up.

    This, my friends, is the confirmation bias chimera, rearing its misleading head. In this case, confirmation bias leads you to seek and believe information that supports your existing predilections, while ignoring anything that contradicts them. Suddenly, every review sounds like an ode to these new knives, all the while downplaying the possible utility of your old set. The antidote? Simple: approach each deal with an open mind, always willing to challenge your preconceived notions.

    Related: You’re Probably Falling for All of Amazon Prime Day’s Psychological Sales Tactics. A Marketing Professor Reveals Them — and How You Can Actually Get the Best Deal.

    Trap 2: The attentional bias abyss

    Clicking through the alleys of Amazon’s discounts can sometimes feel like trying to find a needle in a haystack, only for the haystack to be filled with dozens of distracting shiny objects. This is the attentional bias abyss, a trap that lures you into focusing only on aspects that catch your fancy while sidelining the not-so-glitzy details.

    Your eyes light up at the sight of an enormous discount on a flashy 4K TV, but fail to register the hefty fees for peripherals, or perhaps the inferior brand reputation. The way out of this abyss? Be a vigilant explorer. Make it a point to scrutinize every detail before you click “Buy Now.”

    Trap 3: The anchoring bias albatross

    Who hasn’t fallen for the classic “discounted from a staggering price” trope? You see a blender originally priced at $200 now selling for $100, and you’re convinced it’s a steal. This is the work of the anchoring bias albatross, forcing you to base your judgments and decisions on the first piece of information you encounter.

    But what if the blender’s real value is closer to $80, and it’s been artificially inflated to trick your cognitive biases? The defense? Make sure you do your market research before Amazon Prime Day arrives. Knowing the true worth of an item can keep the albatross at bay.

    Related: 3 Ways New Amazon Sellers Can Stand Out From the Crowd on Prime Day

    Trap 4: The loss aversion leviathan

    The loss aversion leviathan feeds on your fear of missing out. The Prime Day deal will disappear on July 12! The ticking clock nudges you into a hurried purchase. You’d rather not risk the regret of missing out on the deal, even though you don’t truly need the item.

    The beast of loss aversion leads you to value the avoidance of losses over equivalent gains. After all, the sting of losing $10 often feels stronger than the joy of gaining the same amount. The weapon to slay this leviathan? Practicing self-restraint. Remember, there will always be another deal, another discount, another Prime Day.

    Trap 5: The optimism bias ogre

    Finally, we come face-to-face with the optimism bias ogre, the creature that convinces you that everything will work out in your favor. It’s the force behind your belief that the laptop you’ve just bought won’t turn out to be a dud, or that the designer dress you’ve ordered will fit you perfectly.

    But the ogre’s optimism can lead to disappointment and unnecessary expense. Don’t let the optimism bias cloud your judgment. Make sure to thoroughly research products, read customer reviews, and double-check your sizing before making a purchase.

    Conclusion

    Avoiding these cognitive traps on Amazon Prime Day requires both awareness and strategy, but with these tools in your arsenal, you can conquer the event like a seasoned gladiator, with your wallet — and your sanity — intact. Step forth into the arena, armed with the knowledge of your cognitive biases, and claim the spoils of retail victory!

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    Gleb Tsipursky

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  • The 4 Stages of Competence in Sales | Entrepreneur

    The 4 Stages of Competence in Sales | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    Becoming a master of sales is a journey and a process. And while you learn a lot about yourself and others on that journey … it is not one that everyone persists LONG enough to reach the highest level of competence.

    At that level, even sales calls with the most “difficult” prospects become a powerful opportunity for connection, transformation and value transference.

    As you progress through the four different stages of competence in sales, each stage will bring its own challenges and opportunities for growth.

    This article can help guide your journey toward sales mastery and significantly reduce the time it would take you if you were left to learn every lesson the hard way.

    Related: 5 Ways to Master Sales

    Stage 1: Unconscious incompetence

    Think back to when you first learned how to do something — something that you are now great at!

    In this initial stage, we find ourselves in a state of “unconscious incompetence.” We are unaware of just how bad we are at something.

    In sales, being at this stage means that while you may have a general understanding of the sales, you likely are “winging it” and have no idea why you close some deals but lose many others. OR you may be stuck in analysis paralysis, unsure of what action to take, so instead you are at a standstill.

    Here is where we stay broke and unaware! The first step is to accept that there is room for improvement and that it is important to you (and your business) that you seek that growth.

    Stage 2: Conscious incompetence

    The second stage is where we become painfully aware of the blind spots we were previously unaware of in stage 1. Stages 1 and 2 are really where the majority of entrepreneurs reside.

    During this stage, most experience a sense of frustration or even disappointment in themselves. It really does feel like an uphill battle without guidance, feedback and support. It feels like nothing we do seems to improve.

    In this stage, your attitude makes ALL the difference.

    Be kind but honest with yourself. Challenge yourself to step up to the plate, stretch the limits of your comfort zone, and commit to taking action — more specifically, messy action! Messy action is better than no action.

    Over time, you’ll start to realize that sales is not just about charisma or persuasion; it’s a strategic process that can be learned, practiced and mastered with the right mindset, experience and training.

    Without practice, improvement and adjustments (ideally through proven strategies like working with a sales coach), it is not possible to progress to the third stage.

    Related: 6 Simple, Proven Methods to Improve Your Sales Skills

    Stage 3: Conscious competence

    At this stage, you are taking enough action to start getting the feedback to be able to discern what works and what doesn’t work. It looks and feels like a mental and physical to-do list until you reach stage 4.

    During this stage, you’ll notice that you can navigate the sales process with intention and clarity. However … you still have to actively think about the steps you must take your prospect through, the questions you must ask and how you respond to objections.

    There is still a lot of mental analysis and conscious adjustments needed here.

    Stage 4: Unconscious competence

    The final stage is unconscious competence — the realm of mastery.

    After investing time, effort and countless hours of practice, you’ll reach a point where selling becomes second nature. The well-known 10k hours is the golden rule. However, with training and mentorship, it is easy to cut down this time significantly!

    In the zone of mastery, we no longer need to consciously think about every step or technique. Sales becomes intuitive, and you’ll effortlessly adapt to different types of people, handle all sorts of objections and close deals with ease.

    In this stage, it’s inevitable to feel excited and energized while speaking to prospects and converting leads into sales.

    There is, however, no ceiling to your ability to continue to learn, grow and refine. If you want to actualize yourself more fully in any area of life, it’s largely about embracing a growth mindset to consistently seek feedback and to take action on that feedback.

    At this stage, though, sales feels easy, seamless and effortless — because the effort you put in to get to this stage has compounded and is paying interest.

    Related: 8 Simple Keys to Becoming a Better Salesperson

    The power of action and feedback as you move toward mastery

    Action is crucial — to progress through the stages of competence and ultimately achieve mastery in sales.

    A lot of imperfect action will ALWAYS yield a bigger result than no action.

    It’s essential to take consistent action, implement what you’ve learned and put yourself out there in the marketplace.

    But action alone is not enough.

    Feedback from a trained eye is equally crucial. Just like a GPS provides instant feedback, having a mentor or coach who understands sales can guide you along your journey.

    They can help you navigate potential roadblocks and offer valuable insights that you will not be aware of until you hit that wall around the bend. They foresee the signs and recalculate your path within a blink of an eye.

    The power of tapping into unseen potential

    At each stage of sales competence, there are a few critical adjustments that, when implemented, can unlock your unseen potential and propel you to even greater heights.

    It then becomes about working smarter, not harder.

    Understanding the four stages of competence in sales and each skill set of sales provides valuable insight into your journey of growth as a sales professional or entrepreneur.

    By recognizing where you are on this continuum, you can take deliberate steps to progress toward mastery. And remember, it’s essential to seek feedback, embrace continuous learning and take consistent action in each stage.

    The journey to sales mastery may be challenging, but the rewards are well worth it. Embrace the adventure, and unleash your full sales potential!

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    Nina Concepcion

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  • What Separates the Best From the Rest in Technology Sales?

    What Separates the Best From the Rest in Technology Sales?

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    Opinions expressed by Entrepreneur contributors are their own.

    Acquiring new customers and retaining existing ones in the technology space is tough. It’s a lengthy sales cycle, competition is stiff, and you’re dealing with decision-makers from up, down and across the organization. And there’s always at least one executive barking that familiar, dogged refrain: “Show. Me. The. ROI.”

    All of this means your salespeople need to be at the top of their game. As to what separates the best from the rest in technology sales, the RAIN Group Center for Sales Research conducted a global study on the skills and behaviors of top performers. Here’s some of what was uncovered:

    Related: The 10 Traits Every Good Salesperson Has in Common

    What characterizes a top performer in technology sales?

    Before I dig into the skills and behaviors, let’s be clear on what defines a top performer in technology sales. They do the following:

    Not surprisingly, salespeople earn top-performer status by winning more business. The average win rate of top performers in technology is 74% compared to only 47% for “the rest.” As such, top performers are more difficult to find. In our study, they represent only 20% of respondents. Most technology sellers (80%) belong in “the rest.”

    Related: 3 Traits High Performing Sales Reps Have That Average Sales Reps Don’t

    The 6 greatest differences between the best and the rest

    So, what sales skills should you look for in technology sales reps? More importantly, what skills most differentiate top performers and the rest? Our study found that the best sellers are much more likely to excel at these six specific skills and behaviors:

    • 2x more likely to focus on their agenda, not reacting to and getting derailed by others

    • 2x more likely to present overall value cases compellingly and persuasively

    • 2x more likely to tell good stories when selling

    • 2x more likely to have coaching to lead masterful sales conversations

    • 1.9x more likely to change habits when needed to improve results

    • 1.8x more likely to avoid distraction

    Three important themes emerge from this data:

    1. Driving productivity

    Three of the top six skills and behaviors relate to productivity. Top performers are much more likely to stay focused on their agenda, adapt their habits when needed and remain impervious to distraction.

    Despite the data, we see too little focus on productivity in the sales space. If you’re looking for top performers in technology sales, look for a track record of accountability, proactivity and time management.

    2. Effective coaching

    Top performers are much more likely to have managers who excel at coaching them to lead masterful sales conversations. They have the tools to succeed with virtual selling, too.

    Across the board, we found that top-performing sales managers in technology are more likely to have better coaching skills. The No. 1 sales management and coaching skill most separating top performers from the rest is “Coaching sellers to lead masterful sales conversations.” Indeed, top performers (47%) are significantly more likely to excel here compared to the rest (23%).

    The fact is sales are won and lost in the conversations sellers have with buyers. When sellers receive the coaching they need to lead effective conversations, it translates to results. To that end, sales managers should participate in ride-a-longs, listen to recordings of sales conversations and participate in simulations with their sellers.

    3. Making the case

    The second largest gap between top performers in technology sales and the rest is the ability of top performers to make a compelling value case. And this is not just about presenting an ROI case. There are five cases a seller must make to influence buyers:

    1. Priorities: Sellers need to influence buyers that this is important and worthy of the priority list.

    2. Approaches: Sellers need to show that this is the right approach to solving their problem. This is where telling good stories comes into play. Sellers who do this well show how their approach has worked for others and can and will work for the buyer.

    3. Return on investment: Most sellers talk about ROI, but few are skilled in making a strong ROI case. In fact, only 16% of buyers report that sellers are effective at making a powerful ROI case. This leaves a lot of room for improvement for most sellers.

    4. Decisions: Too many sales are lost to no decision. Sellers need to influence and persuade buyers to act.

    5. Partners: Sellers need to make the case that they are the best partner to help the buyer succeed. Relationships and value come into play here. The more value a seller can provide in the sales process and the stronger the relationship they’re able to build, the more likely the buyer will view them as the preferred partner.

    Related: 5 Tricks to Instantly Connect With Any Sales Prospect

    Final word: When it comes to B2B tech sales, trust the data

    To overcome the challenges of selling technology, your team needs to make finding and cultivating top performers a core competency. The data research clearly shows that people who know how to sell technology do things differently. They:

    • Stay focused on their priorities

    • Make persuasive value cases

    • Tell good stories

    • Have solid coaching

    • Adapt their habits as needed

    • Avoid distraction

    That’s the data-backed rubric for better tech salespeople. How does your team stack up?

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    Andy Springer

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  • How Going on 3 Dates a Week Improved My Sales Skills

    How Going on 3 Dates a Week Improved My Sales Skills

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    Opinions expressed by Entrepreneur contributors are their own.

    As I entered my 20s at the beginning of 2021, I decided to move out of my parents’ house. I wanted to start fresh socially and move somewhere far away from home. Fast-forward six months, and I’ve successfully moved from Atlanta, Georgia to Provo, Utah. When I arrived in Provo, I had no friends. Even though there are two significant universities down the street, I realized that I had to put myself out there and meet new people.

    To do this, I set a goal to meet two new people a day. Not only did this allow me to make new friends, but I naturally crossed paths with people I was compatible with. Some of these people, I asked out on dates.

    Keep in mind, while I was growing up, I never went on any dates — so I had no dating experience. But after meeting two new people a day, not only did I start going on dates, but as a byproduct, I ended up improving my sales skills by accident. Here are three important things I learned from my experience:

    Related: Take Your Sales Skills to the Next Level With These 5 Simple Steps

    1. Everything comes down to timing

    One of the first lessons I learned from going on three dates a week is that everything comes down to timing. Not just timing as in being ready for a relationship or marriage but also when it comes juggling the timing between school, work, family, travel and so many other factors.

    This is why I am obsessed with email marketing. Email marketing sounds lame and old, but it takes advantage of one key thing: catching people at the right time. This is why weekly email blasts are so powerful.

    Someone who is not interested today could be ready to buy six months down the road. You just have to be consistent and catch them at the right time. Because of this insight, I’ve spent a lot of time learning how I can maximize email marketing within my business. Once I have email marketing mastered, I’ll next start looking into other advanced retargeting methods.

    2. Not everyone is interested

    Within the last year, I’ve been able to individually meet over 3,000 people (both guys and girls) because of my goal of meeting two new people each day. This includes learning their name and speaking with them for at least 2-3 minutes.

    After interacting with this many people around my age range, I quickly learned that not everyone is going to like me. When it comes to finding people you are compatible with, you have to play the numbers game until you find someone who likes you.

    I noticed that everything becomes easier when you find people who truly like you for who you are. This is not only true with dating but for just about everything else, including sales. All of my best customers came from people who were truly interested in what I had to offer. Some of them did require a push on the back to help them make the leap, but they were interested.

    Related: 6 Tried and Tested Methods to Improve Your Sales Skills

    3. How to ask great questions

    One thing dating has taught me is how to ask great questions. Icebreaker questions are nice, but after going on 100+ dates within the past year, you start wanting deeper and more meaningful interactions.

    You want to understand people’s pasts and how it shaped them into the person they are today. You want to understand their thought process, how they handle conflict, etc. You slowly start appreciating the internal more than the external.

    To uncover the internal attributes, you must learn to ask great questions and become a good listener. All of my first dates are meaningful coffee shop dates where we get to learn about each other’s life stories. Some of the questions I love asking are:

    • Why did your last relationship end, what did you learn from it? How has it shaped you into the person you are today?

    • What are red/green flags you look for when dating?

    • What is your relationship like with your family?

    • What is your defining moment?

    • What are your dealbreakers?

    • How do you handle conflict?

    Learning to take time to understand someone and ask the right kinds of questions truly has helped me improve my sales skills exponentially. It allowed me to understand the customer’s pain point and provide them with the best solution that will fix their problem.

    Related: The 3 Most Important Skills in Sales

    As someone who had never dated previously, going on three dates a week for the past year has taught me so much. Not only did I build a lot of relationship-building skills, but I was also able to greatly improve my social and sales skills as a bonus.

    I don’t recommend going on three dates a week, though. It is exhausting emotionally and financially, but thankfully, I was able to learn a lot from it. What you should do is make an attempt to meet new people as often as you can. Doing so will teach you the importance of timing, help you understand and accept that not everyone is interested, and allow you to ask better questions as your sales skills improve.

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    Dejon Brooks

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  • The Problem With Salespeople Calling Themselves Partners

    The Problem With Salespeople Calling Themselves Partners

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    Opinions expressed by Entrepreneur contributors are their own.

    In a typical commercial transaction, the buyer controls the money, which means they own the power in the relationship. Salespeople have tried to improve their leverage by using the word “partner” instead of customer or client. In doing so, some reps have forgotten they still have the weaker hand in the exchanges between buyers and sellers.

    Here’s a simple fact: If you’re not a partner in the firm and haven’t signed an official partnership agreement, you’re not a partner. And if you don’t ACT like a partner, it’s insulting to the buyer to call yourself one.

    Related: 3 Crushing Mistakes Most Salespeople Make

    The problem with calling yourself a partner

    Exaggerating your importance as a “partner” suggests you have equal skin in the game or you’re on equal footing with the buyer — and it can lead to disastrous results.

    For example, complacency can easily set in with existing clients. Year after year, your clients continue to pay you. As part of your customer service protocols, you might send a holiday greeting, thanking them for another year of a great “partnership.” Eventually, you begin to assume they’ll continue placing orders with little effort on your part.

    You’re not a partner, you’re a provider — and if you’re operating on autopilot, you are not a very good one.

    Recently, a seller I’ve been doing business with for several years seemed to forget their role. Out of the blue, they wanted a sizeable financial commitment from me with very little detail. The brand-new product they were pitching was not budgeted for. When I asked them to provide more information to a senior member of my staff, they acted affronted.

    They clearly expected to do business only with me personally, and they repeatedly ignored my urging to talk to the person on my team who actually has to say “yes.” Perhaps this is because they view me as the “ultimate” decision-maker? The reality is I might eventually sign off on the expense, but if the leader of that department doesn’t want it, I’m not going to force it on her. She’s the one who has to justify it and generate ROI.

    Since I’ve been in sales my entire adult life, I’m admittedly more sympathetic to the pressures of their job than most buyers. So, I politely informed them of several concerns we had about the prospectus and waited for them to overcome our objections. Instead, my contact at the selling organization (who, by the way, was the owner of the company) went on a tirade, claiming that “partnering with my company had become increasingly difficult,” accusing us of being disrespectful and adding a few other choice words. The seller announced, “They also control who they sell to,” and in the future, it wasn’t going to be us.

    As a seller, they seriously damaged their credibility going forward. They made assumptions, based on our past business relationship, that nothing had changed in my organization or with me personally. In fact, things had changed, but they hadn’t bothered to spend any time assessing my situation before pushing so hard to close a deal. They also assumed we would jump at the chance to buy something similar to what we had purchased in the past. In this case, the timing was wrong for a number of reasons.

    If they would have cared enough to ask a simple question of concern about my well-being, the seller in this true story would have learned the biggest reason we didn’t buy. We were short-staffed because of two things: complications from Covid and the need for one of my key employees to take time away from work to assist a family member with a recent cancer diagnosis. As it stands, the seller left me with the feeling they didn’t care about us or our well-being. Maybe they never did?

    The customer is not always right, but they should always be treated respectfully. Exchanges between a seller and buyer should never devolve to this level. The seller clearly entered into this potential transaction with the wrong mindset. Despite never calling or emailing me except when they had something to sell, they believed themselves to be an equal partner with my organization.

    Related: Why Your Salespeople Need to Spend Time in Customer Service

    The power of the provider mindset

    None of my healthcare providers call themselves my partner. That’s my spouse’s role. That doesn’t mean they’re not extremely helpful or important to me, however.

    To improve the buyer’s perception of you, change your mindset to think of yourself as a provider instead of assuming you’re their partner. You’re a provider of solutions, ideas, information, expertise, understanding, help, opportunities and money. The term “provider” makes buyers feel like they’re the focal point of the conversation. Every customer wants to feel that way! But when sellers position themselves as partners, it can feel like an attempt to manipulate buyers into considering the sellers’ interests when they spend their money.

    No matter how successful you become at sales, you cannot forget the basic truths of the buyer-seller relationship:

    • Salespeople are not entitled to receive return calls or emails simply because they reached out.

    • A lack of an immediate response from a buyer to your unsolicited sales pitch does not give you the right to talk down to them in a snarky email. No, your email didn’t get buried. And they’re probably not ghosting you.

    • The buyer’s silence could be an indication that they’re overwhelmed — or they haven’t seen the value in your pitch.

    • Maybe they’re trying to figure out how to implement it, pay for it or get buy-in, but they don’t feel obligated to disclose their internal conversations.

    • If you’ve sent them a boilerplate proposal because you’ve done business with them before, the buyer may feel you’re taking them for granted. Our proprietary research consistently shows that buyers want to do business with sellers who will go the extra mile to deliver problem-solving solutions.

    • How you respond to a lost sale greatly influences whether you will have a chance to sell to the buyer in the future (this is something I wish my 22-year-old self would have read).

    • You may be furious about the loss because you’ve been counting on a big commission. That’s not the buyer’s fault. Don’t unleash your temper, make the buyer feel stupid or engage in other behavior that threatens your likeability.

    • Your level of credibility and professionalism is revealed by your ability to express disappointment in a way that builds bridges, instead of burning them to the ground.

    Likewise, assuming negative intent when you don’t have the buyer’s whole story is a big mistake. You may have lost the sale because you made assumptions about the client, instead of being curious.

    Related: 7 Assumptions Salespeople Should Never Make

    If sellers forget their place in the buying process, they can easily lose their place in the buyer’s budget. Resolve to have a mindset that will ensure your actions truly serve the buyer, not yourself. Don’t be a partner in name only. Be one of their most valued providers — every time, in every way.

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    C. Lee Smith

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