In Robert Cialdini’s NY Times best-selling book, Pre-Suasion, he argues that the success of persuasion often depends on what happens before the act of persuasion, as much as on the act itself.
Most B2B sales people have a narrow sense of competition. They usually restrict their thinking to other vendors in the same market sector. But this absurdly narrow definition of whom or what they are really competing against is causing them to ignore some of the most significant forces that often stand in the way of a sale.
Tell me if this has ever happened to you. A while back, I walked into a meeting with a prospect I thought was very close to signing a contract...
Recently. I read an article in which the position was put forth, “Inside sales does not have the responsibility for creating pipeline, only the responsibility for selling. They should never pick up the phone and make a prospecting call!”
There are few careers in which the failure rate is as high as it is in sales. According to CSO Insights, salesperson turnover hovers around 23% across the industry, which means that out of every 100 new hires, 23 of them will either quit or be fired.
Imagine one day being dropped into an unfamiliar landscape and told you must lead a team of people to a prescribed destination. There is no map and no further instruction. To complicate matters, you must deal with a constant barrage of distractions and demands along the way.
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