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    Why We Don’t Lead With Demos–And Why You Shouldn’t Either

    You might have noticed, if you pay attention to details like this, that the CTAs at the bottom of my articles no longer encourage you to book a demo. Likewise, if you call our sales team, they won’t offer you one either. The reason we no longer do this is simple: It was always a mistake when we did.

    by George Brontén

    Sales Process or Sales Methodology? What’s the Difference, and Does it Actually Matter?

    The complex sales world is littered with jargon that is so often repeated that they lose their meaning. But when these same terms are treated not as jargon, but rather become clearly understood, they can become key differentiators for your sales team.

    by George Brontén

    Aesthetic Curiosity Helps You Sell Smarter and Better

    I recently came across the term “aesthetic curiosity” in the context of psychotherapy, and got “aesthetically curious” about its potential application in complex B2B sales.

    by George Brontén

    Profiling Your Ideal Customers

    In the previous article in this series on Outcome-Centric Selling® we addressed the importance of identifying and targeting our customer’s most pressing business issues - and now we are going to turn our attention to identifying and targeting our most valuable potential customers.

    by Bob Apollo

    Most SaaS Sales Teams Are Only Tying One Half of the Bowtie

    Most of us can relate to an “oops” moment when we walk out the door and realize we’ve grabbed the wrong jacket, left our wallet on the countertop, or maybe even mismatched our socks. The consequences of these momentary lapses are rarely significant, but if we are consistently going out in the wrong clothes, it makes life just a little bit harder.

    by George Brontén

    Can a Single Question Unlock Behavioral Change on Your Sales Team?

    I’ve been reading Sharon-Drew Morgen’s latest book, HOW? Generating new neural pathways for learning, behavior change, and decision making, and I’m fascinated by her contention that the right questions can unlock behavioral change that can otherwise be unattainable.

    by George Brontén
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