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Attitude, Belief, and Confidence … The ABC’s of Sales
by Keith Benton - © 2009 Benton Marketing Strategies

I once believed that in sales, if I could just learn that one killer closing statement, that one closing technique that worked every time, all my troubles would be over. Unfortunately, that statement and that technique do not exist. Don’t get me wrong; there are proper techniques that are extremely helpful in the sales process. Proper sales skills cannot be discounted. However, the three areas that will outshine rusty or nonexistent skills are the ABC’s of sales; and the lesson I quickly learned was that there is a balancing act.

The ABC’s of sales consist of three attributes: Attitude, Belief, and Confidence. Remove any of these three and success in sales will quickly dwindle. Attitude is probably one of the most important attributes to possess in the arena of sales and is the one that can quickly sink a fledgling sales person or a seasoned veteran. You may ask yourself, “What does a proper Attitude have to do with the sales process?” The equation is quite simple and yet still complex… our thoughts control our Beliefs. Earl Nightingale once said, “We become whatever we think about all day.” Our thoughts control our Beliefs. Our Beliefs affect our expectations. Our expectations affect our Attitude. Our Attitude affects our performance, and our performance affects our life.

Think of it this way. You have an appointment with a potential client. Your thought is, “I am going to gain a new client today.” What is your Belief? You are getting a new client. What is your expectation of how the call is going to go? Great! What will your Attitude be? Upbeat… the Mojo is working. How will this affect your performance? Your Confidence has already assured you a win before you ever darken the potential client’s door.

Now let’s reverse the Attitude and see the potential outcome. You have an appointment with a potential client and your thought is, “This individual is just like all the rest and probably only going to waste my time.” What will your Belief be? Another blown appointment. What will your expectation be? Zippo, nada, once again. What will your Attitude do? Sink like a one egg pudding. How will this affect your performance? You will probably greet the potential client with a smirk that says, “What’s your problem? I know you’re not buying anything today!”

What is the difference between the two scenarios? Attitude. If you believe you will win, you will win more often than not. Zig Ziglar calls a negative Attitude stinkin’ thinkin’. It is prevalent in a great deal of sales people and can quickly infect an entire team. A positive Attitude alone is not going to guarantee a sale; however, it is a huge contributing factor to the overall success of the sales person. Attitude can make or break a sales team or an individual and must be evaluated on a regular basis.

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Sales Techniques - Selling Benefits
by Keith Benton - © 2009Benton Marketing Strategies

Sell the Sizzle, Not the Steak. This point became overwhelmingly clear recently while eating at a local Mexican food restaurant here in Texas. Someone had ordered Fajitas. It was interesting to note that as the waiter brought out the plate of sizzling beef strips, all the heads in the room turned to notice what delicacy was heading their way. Hence the statement "Sell the sizzle, not the steak." Steaks had no doubt been brought to various tables with little or no fanfare. However, when the Fajitas entered the room, everyone took notice. You may ask what this has to do with sales. It's a question of selling features or benefits.

The brochure mentality is prevalent in some sales organizations. The company has spent a great deal of money on brochures, so the easiest sales technique is to simply sell from the brochure. However, the problem is that most brochures list features, not benefits. Features don't sell. Benefits do. What's the difference, you may ask? One is the sizzle; one is the steak. A feature states what something is and a benefit states what it does for the client. Ask yourself, "Do the sales techniques I am using answer the benefit question?" For example, a salesman might say that his product has the feature Super X. The benefits question doesn't get answered. What does that do for the client? It actually would be better to state what the feature means to them; how it improves their life, makes their job easier, or adds value to your overall proposition. That's a benefit. That's the sizzle, not the steak. Make sure you sell what it does, not what it is.

I have been selling insurance for years and what strikes me as extremely interesting is that if you were to ask 100 insurance agents what they sell, I can almost guarantee you they will tell you life insurance or health insurance. If you were to ask any potential client what they are truly looking for, they would tell you safety, security, and peace of mind. Unfortunately, some times we are not selling what the client is really looking for. Why? Because we are selling the steak instead of the sizzle. We are selling features instead of benefits. Remember to always ask yourself, "Does the manner in which I am selling answer the benefit question?"

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4 Sales Techniques for Handling Objections
by Keith Benton - © 2009 Benton Marketing Strategies

In sales, the most challenging responses you can receive are Sales objections. This can be seen as a road block or a sign that there is more work that needs to be done. Without the proper tools, most sales people are left with no other option than to pack up their sales kit in defeat. Do I get defensive? Should I ask, "What haven't I explained?" These are all questions a new sales person faces. How do you handle objections?

First, let's look at what an objection is. Objections are nothing more than a way for the client to say, "Slow down", or "I need more information". That's it, nothing more. Below are some tips on how to deal with the most common ones.

The Preemptive Strike: If sales professionals are getting the same objections over and over, it makes sense to place the answer or that piece of information into your overall presentation. If you answer the objection before it comes up, you win.

The Bypass: Some objections are nothing more than a knee-jerk reaction. How do you determine whether what you are hearing is real or not? Try to ignore it and move on. If the objection is not brought up again, which is usually the case, you win.

The Put Off: When asked a question that has nothing to do with your focal point, put it off by stating, "I believe I will answer that in just a moment, but let me continue." The majority of the time it will never come up again, you win.

Proper Foundation: One of the most common mistakes new sales people make is not laying a proper foundation as it relates to the sales process. When the "I want to think about it" statement comes up, a majority of sales people don't know how to respond. This is not the time to argue or take a defensive posture. This generally indicates that the sales person has not connected the client emotionally to the product or service they are trying to sell. Most potential clients do not want to offend the sales person by saying "No". Because that seems so final, the dreaded response comes out. This is not a true objection. This is a symptom of the sales person not asking enough questions. How do you handle this one? The answer is simply to spend time finding out what the emotional hot button is by asking plenty of probing questions. Once this is done, this phrase will be eliminated the majority of the time. You win!

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Qualities of an Effective Sales Team
by Keith Benton - © 2009 Benton Marketing Strategies

In sports, there is an old adage, "There is no 'I' in team". This statement is especially true in a sales team. How do you take a group of individuals and make them a cohesive, productive, and thriving sales team?

Let's first look at the importance of the leader. Does the leader possess a definite vision for his or her team? Whether it is sales goals or growth, first the leader must have a vision and then effectively convey that vision to his team. Each member must believe in that vision and be able to recount and explain it to others. In other words, the leader, like a ship's captain, will be setting the course for the future. However, without the proper hands on deck, the ship is sunk.

Attitude is the first quality that is absolutely necessary for a thriving team. This is one area that has caused many teams to quickly decline. If you have a pervasively negative attitude in your organization, that attitude can and will spread throughout the team and your ship is on the way down. Motivation levels and attitude checks for your people are essential.

Camaraderie is the next quality. Are your people constantly pulling for each other? Does it seem more like a home environment or a prison? Once the sales people bond together, they begin to keep each other motivated. If, on the other hand, they are tearing each other down, the overall attitude will quickly diminish. The leader is responsible for setting the tone and constantly monitoring the team. Are you giving the team adequate opportunities to bond?

High Activity is the next quality. As sales managers, you have probably already discovered you cannot manage sales. You can only manage activity. In an environment where your team has the right vision, the right attitude, and camaraderie, you'll find that your people are working individually, but moving in the same direction. When this is the case, you will generally have the activity levels necessary to achieve your goals.

Leadership development is the final quality of an effective sales team. Leaders who raise up leaders usually get, not only the new leader, but their followers as well. Growth is an automatic by-product. Are you working on building leaders or followers? The difference is quite dramatic.

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You have leads to work, now what?
by Keith Benton - © 2009 Benton Marketing Strategies

As a professional sales person, you know you must somehow separate yourself from the competition. But how? We've put together some tips to help you successfully work the valuable leads you have just received.

Make Contact
Leads are always better fresh. Make sure to work these leads as soon as you receive them. The reason the lead inquired is they have a problem. The sooner the initial contact is made the better. Often times the first person to make contact makes the sale. So do not hesitate to contact your lead as soon as possible.

Be Genuine
When speaking with your potential client. Realize they have a problem they want solved. This is not the time to tell them how wonderful you are or how great the company is. This call is all about the client. Once they feel you are truly there to help them, they will allow you to. Be genuine. Most people can spot a phony a mile away.
Start a conversation that focuses on them and their issues.

Let them know you have their request for HELP with their health coverage, Life coverage etc. and need to get a little bit more information from them . Ask some basic questions such as, Who all needs to be covered? Himself or herself only or the whole family? What coverage do they presently have? Are there issues with the coverage or the premium that is making them switch. Get them talking and listen carefully to their answers.

Turning your referral into a client
Once you have the appointment now is the time to separate yourself from the pack.
Here are some basic hints to be successful.

1. Take time to get to know your potential client and put them at ease. Too many sales people rush in, tell them how great they are and their company is and never give the client time to get comfortable with the process. Take time to small talk and put them at ease.
   
2. Remember to ask questions about their current coverage, their past coverage and how they use it. This will show you buying patterns.
   
3. Be sure not to over promise. Know your products and help move the client into an appropriate product based on their need and their budget.
   
4. When the client tells you something write it down. This conveys that they are important and you are there for them.
   
5. Put ink to paper. Don't wait for the client to beg you start filling out the application. You can increase your sales dramatically by simply filling out the application. Start by asking a question such as, Now your birthday is Jan 1st right? (or whatever it is) Write it down on the application.
   

Start Expanding Your Business Today!
These selling tips, are provided by Benton Marketing Strategies. Online sales training for niche insurance markets. Increasing your effectiveness and confidence! Utilize these strategies to start building your practice today.

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5 Ways to Grow Your Sales Team
by Keith Benton - © 2009 Benton Marketing Strategies

I have wondered for years if there are constants in sales management. Are there principles that would help me help others in the area of management? I realized, first and foremost, that there are two basic types of leaders: bottom line managers and people managers.

The bottom line manager is not invested in the individuals that make up his or her team as much as the people manager. The bottom line manager asks, “Is the team as a whole meeting their quotas?” The people manager, on the other hand, is deeply involved in his teams every day struggles and doesn’t pay close attention to the bottom line. Over the years, I have seen extremes in both camps. The bottom line manager tends to meet objectives by intimidation; however, this manager also tends to have extremely high turnover rates in his or her organization. The people manager tends to have longevity within his or her organization, but also tends to have inconsistency in production. What are the best practices for incorporating both?

1. Be a leader of integrity. I place this as number one, not because of arbitrary ranking, but because of importance. While studying the great leaders in history, the one characteristic that stands out in all of them is integrity. Without this trait, there is no leadership. Once the integrity issue is violated with your people, you lose the ability to lead. The vision you painted, the course you charted, is no longer attainable. If one little white lie is discovered, the ability to trust you on major issues is always in the forefront of your peoples’ minds.
   
   
2. Set expectancy in the interview. Most people do not have a problem with certain expectations and tasks, as long as they are aware of them up front. Make this a part of any interview process.
   
   
3. Structure is crucial for beginners. In the insurance field, a majority of the time, the individuals that are hired have no background in sales or insurance. They come from industries where they are expected to be at their desk at a certain time, complete certain tasks by a certain time, and be told when they can leave for the day. The insurance industry, as a whole, brings them into an environment where we may teach them principles for sales and products, but doesn’t place them into a structured environment for them to succeed. Balance is crucial here. We do not want to be so structured that they feel smothered, but we also want to offer enough structure for them to thrive.
   
   
4. Try to find out up front what their motivation is. There are three primary motivating factors that can be categorized as Fame, Fortune, or Romance. It is really easy to assume that every person who applies for a sales position is money-motivated (Fortune) and this can become our battle cry. While this can be the case a great deal of the time, there are those people who are going for the company trips and dream of winning that vacation for two (Romance). But in reality, many people are motivated by the prospect of getting an award and walking across the stage (Fame). The acclaim will motivate this group far more than money ever could. Learning what motivates your salespeople will help you better uplift them when they are not having the week or month they thought they would.
   
   
5. Know their limits and push the boundaries. Too many times, an individual will have preconceived notions of what they are able to achieve and, consequently, set their sights too low. They are constrained by their thoughts and beliefs. A good manager will always push those boundaries and stretch their goals. Once the salesperson achieves the stretched goals, you can stretch them again. Helping individuals expand their vision and achieve their goals is going to help you and your organization achieve your goals, as well.

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What is Your Sales Team's A. Q.?
by Keith Benton - © 2009 Benton Marketing Strategies

It has been known for some time that if you want to measure an individual’s intelligence, you administer an Intelligence Quotient test. This has been an accepted method of measuring one’s intelligence for many years. In sales management, intelligence is important, but this does not get you closer to measuring or predicting your sales team’s effectiveness or the ability to predict with any certainty the projections of future sales. How do measure this? With an A. Q. test.

A. Q. is Activities Quotient. In sales management, you have probably already figured out two primary things. One, you can never know for sure who will be successful and who will not. Every applicant will let you know in the interview process that they are the best salesperson you have ever met. However, while some will be telling the truth, some might tend to exaggerate. Second, not everyone will do what is necessary to be successful. How do you determine which camp your struggling sales person is living in? Is it a question of a lack of training or a lack of activity? This is such a simple concept; however, in talking with sales managers over the years, it is unfortunately a concept they either don’t know about or are not using.

Every sales organization should have an understanding on what the basic numbers are to make a sale. Some organizations operate on a one out of ten rule. This means for every ten people or companies that a salesperson sees, he will sell to at least one. Therefore, the A. Q. is 1/10. In the insurance industry, the sales process I teach for the A. Q. is 1/3. The question then becomes, “How long does it take that sales person to see the number of people or companies necessary to make you’re A. Q.?” Each salesperson will differ slightly; some better, some worse. But if that salesperson knows their personal numbers, they will have a road map to run on; a basic set of numbers that will help you predict what that salesperson will sell in any given month. Does your salesperson know their numbers and, more importantly, do you?

The challenge is that we need to measure what we expect. However, one of the most dangerous traps to fall into as a manager is to micro-manage your people. I do not believe that requiring a report to keep track of every detail every day will help you predict sales outcomes. Instead, this tends to run off qualified sales people, who would prefer spending their time on selling rather than on reports. This process of measuring expectations can be achieved with simple numbers. Depending on your sales process and flow, your questions might look a little different; however, here is the basic idea:

• How many sales introductions were done?
• How many opening meetings were done?
• How many closing meetings were done?
• How many sales were made?

It’s all in the manager’s presentation. If the salesperson understands what numbers are needed to insure their success, they will be more apt to give them to you. How can you measure their success and do any planning without the data necessary to know if they are on track or not. This will help you manage the outcomes, set goals for the salesperson, and determine if there are training issues or activity issues that need to be addressed.

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Referrals: The Path to Increased Sales
by Keith Benton - © 2009 Benton Marketing Strategies

The main reason most salespeople do not get the number of referrals necessary to properly elevate their sales is simple. They don’t ask for them. Swept up in the euphoric high that salespeople experience when making a sale, they forget or do not feel it is important to pursue referrals. 
 
Referrals, no matter what product you are selling, are vital to keep the pipeline of potential prospects full. In any new sales position, you are initially working on an 80/20 arrangement. In other words, 80 percent of your time is being spent attempting to find new people to talk to, while only 20 percent of your time is spent in front of prospective clients. The beauty of referrals is that, when you become proficient at getting them, your equation eventually switches to a 20/80 proposition, where only 20 percent of your time is spent prospecting and 80 percent is spent selling. When this happens, your goals and objectives can be met. Below are some rules to help you get more referrals.

1. Remember that the last step of any sales cycle should always be to ask for referrals. One thing that may remind you to do this is to have a pre-printed note attached to the back of the sales forms you use during the sales process. This form should have a place to write the names and phone numbers of 10 referrals. Keep in mind that no sale is finished until all paperwork, including the referral sheet, is complete.
   
   
2. Always solidify the sale first, and then initiate the topic of referrals. Make a point to understand why the client purchased the product or service from you. By having them restate their reasons, your new client will resell themselves on their latest purchase. Once that happens, they should be primed and ready to provide referrals.
   
   
3. Get the list of names first. All you want is the potential client’s name. Once you have the list of names, you then ask follow-up questions in order to glean more information about each person on the list.
     
4. Ask for referrals from everyone, even from those people who will not give you an appointment or buy from you. The simple fact is that if you neglect to ask for referrals, you will not receive them.
   

If you will follow these simple rules, soon they will become a habit. You may want to set goals for yourself for a certain number of referrals at the beginning of each week. Write this goal down and keep it in the back of your mind. Once your goals are met, you will quickly turn your 80/20 prospecting to selling ratio to 20/80; at which point you can watch your sales and income increase.

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Qualify the Sale - Three Ways to Win
by Keith Benton - © 2009 Benton Marketing Strategies

One of the many challenges salespeople face is getting to the finish line, only to find out they have not won anything. This can be a source of aggravation or a wake-up call that they are doing something wrong. Recently I was training a group of insurance professionals and they recounted numerous stories of how they gave a wonderful presentation, only to discover that the potential client could not buy their products or services. Why? They did not “set the table”. I use this analogy because setting the table was my particular job when I was growing up, and I had to do my job before the family could eat. If we use this analogy in the sales arena, it may create a visual image that drives the point home. Just as we have to set the table before we can eat, we also must have favorable circumstances before we can proceed with a sale. If these sales professionals had asked a few more questions, they would have realized that their potential client did not qualify in the first place. Let me preface this statement with a disclaimer. We do not want to qualify the potential client so much that we never leave the office. Balance is everything. Below are some helpful guidelines to properly “set the table”.
 
Are you talking to all decision makers? If you are talking to a business, who makes the ultimate decision, and can they be part of the discussion? If you are speaking with a husband and wife, are they both present? Whenever possible, speak with all decision makers when giving your sales presentation.
 
Can they pay for the product or service? In the insurance industry, the majority of sales premiums are paid by bank draft. If your potential client does not have a bank account, then this would not be possible.
 
Can they qualify for the benefit? Again, this sounds so elementary; however, there is nothing worse than making a sale only to find out that the potential client is not a candidate for your product or service.
 
I believe that time is your most valuable possession. Don’t waste it. As an Insurance Sales Training professional,I can tell you, to make sure that the table is set before you eat. The best way to accomplish this is by asking enough questions to determine if everyone and everything is in place for you to proceed and succeed.

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Insurance Sales Training: Is it important?
by Keith Benton - © 2009 Benton Marketing Strategies

Zig Ziglar put it best. He said “You were born a winner. But to be a winner you must believe your a winner, prepare to win, and expect to win.” I believe that every person that enters into the sales profession is already a winner. Stepping out of a comfort zone of a nine to five job to move into a career, comprised mostly of commission can be a scary proposition. The rewards however can be huge. The ROI in sales is unmatched in any other profession.

Preparing to win is one of the steps too few people actually take. Doctors and Lawyers realize the trade off of learning and high paying careers. They know that in order to get to the life style they wish to have, it will cost them something. Doctors spend four years in college followed by another set of years depending on their chosen specialty and then have hospital rounds and on the job training. The shear determination to learn what they need to know, to operate in their chosen profession is a sacrifice in time. Lawyers make the same sacrifice oftime and learning.

In sales, most organizations including a great deal of Insurance companies have the same training. The training consists of “here is your sales kit, we want to wish you the best of luck.” I have been in the insurance arena for 25 years. I have seen countless agents come and go. When asked why they chose to leave what could be the most lucrative career? Most said the number one reason was “I had little or no training.” They knew all about the policies and the laws but these applications are not flying off the shelf to sell themselves.

The picture most insurance recruiters paint is within six months you will be on track to make well over six figures. The recruiters and the new agents miss the trade off. They haven't learned what many in this industry have. In order to be successful, there is a trade off. The difference is sales training.

In the beginning you don't know what you don't know. Then you learn what you don't know and finally you know what you know. Then and only then are you ready to achieve the goals you set for yourself. The next logical question is where do I find this training? There are books at every book store and classes you can enroll into. We also offer these classes online. The point is, get the training you require to know what you don't know so you can know what you know.

The final step according to Zig is, expect to win. Walk into every situation with the belief that you have already won. Move in the confidence that you know what you know and there is nothing stopping you. You were born a winner. Make a conscious decision that this day is a new starting point for you and nothing can keep you down. Make an investment in the most important commodity you have. Yourself.

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Overcoming Objections - I Want to Think About It
by Keith Benton - © 2009 Benton Marketing Strategies

In recent weeks I have written several articles diagramming the sales process. None have been as popular as the one I wrote concerning Objections. This seems to be a major stumbling block among sales people and the hardest for some to understand.

First off, “I want to think about it” is not a true objection. This is merely a symptom of the salesperson trying to short cut the sales process.

When a potential client tells you they want to think about it, what they are really saying is one of two things.

1. I don't think I need your product or service. You have not convinced me now is the time to move
   on your proposal.
   
2. I don't believe you.

Let's look at the first. I don't think I need your product or service.

While some may think this is the time to reiterate how wonderful the product or service is The correct approach. I believe is to ask a series of questions designed to uncover the true emotional need for your product or service. For example, if you are trying to sell a life insurance program. Why would the client want to protect his or her family? We may think we know the answer, but we need to hear them tell us. That is the emotional issue at hand. Not how many dividends they can earn over time. What is the emotional reason that would lead them to purchase today. You can uncover this by asking questions. If you are hearing “I want to think about it.” You may not be asking enough questions to uncover their emotional hot button.

I don't believe you, is the second reason that some people will utter “I want to think about it”. In discovering why this occurs, You need only look again at the sales process. Make sure before going into your presentation that both You and the potential client are comfortable with each other. An adequate amount of time needs to be spent on getting acquainted so they feel comfortable with who you are first, then they can trust what you say.

Utilizing a proper sales strategy will make sure that the time you spend on the sales interview will be time well spent.

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Insurance Sales Training:
5 Tips for Growing Your Business

Sales Training Rule # 1: Learn to Listen Sales is not just being a good talker, it's being a good listener. When you are in front of potential clients, listening to what they have to say is more important than what you have to say. Listen carefully and they will tell you what it will take for you to make them your newest clients.

Sales Training Rule # 2: Ask, Ask, Ask Ask enough questions to gain insight on the issues that will truly motivate your potential clients to make a favorable decision. I shoot for 10 to 30 questions looking for the real reason they are looking for your solution.

Sales Training Rule #3: Emotion Sells Not only are questions important, but asking those questions that uncover emotional reasons for them to buy is important. All sales are based on emotion not logic. Look for those reasons that have an emotional underpinning and you are on your way to increasing your client count.

Sales Training Rule #4: Referrals the Easy Way Replace your new clients with new prospects. The easiest way to accomplish this is to simply ask. The next way is to use internet phone directories. Most, like Whitepages.com have a link that shows neighbors. While talking to your potential clients, is it OK to ask them if they know John Smith, who lives across the street? Of course it is. Why not back into referrals. Try it. It works.

Sales Training Rule #5: Close with Confidence The majority of communication is non verbal. That means people can tell much more about what you think by watching your mannerisms than through what you say. If you exude confidence, the client is more apt to believe what you say. When you close, make sure you are confident with the solution you are presenting. It will show
in your face and your bottom line.

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Sales Scripts – 5 Cold Calling Strategies
by Keith Benton - © 2009 Benton Marketing Strategies

If you have been in sales any time at all, one of the biggest challenges to new salespeople is the telephone. The fastest way to cover a lot of ground quickly is by telephone. A new salesperson receives a cold call script, and a telephone and is asked to contact as many people as possible and follow the sales script. This has been the norm for some time. The sales scripts are designed to lead the salesperson down a path to setting the appointment, selling a product and so forth.

In a cold call environment the major problem is, the writer of the script is not the caller, therefore, it is extremely unnatural for the new salesperson. Their voice gets louder and they start talking faster until the person on the other end of the phone simply hangs up. The salesperson then usually goes back to the manager and says "This sales script must be off. It’s not working." The real problem is that you are trying to force a square peg into a round hole. Below are 5 ways to win with cold calling.

1. Understand that most sales are made by a problem being solved. Recognize the problems your clients face, and speak to the person on the other end of the phone in those terms.

2. Prioritize your potential client's biggest problems and talk to them in that vein. Throw your script away and focus on having a conversation with someone who has a problem you can solve.

3. Be yourself. The script is written to say things the way of the script writer not necessarily the way you would say it. For example, if you are selling health insurance, The approach scripted may be, "If I could save you money on your health insurance, would you be interested?" Rather, try addressing the problem. Bob I run across a lot of people who either don't have health coverage or can't afford it any longer. Do you know people like this? Trust me you will start a conversation. Focus on the problem to start a conversation, then you can offer a solution. Be yourself. Say things the way you would say them. After all, you are just having a conversation.

4. Slow down. One of the natural inclinations is to talk fast. Why? Because you want to get your pitch out before they have a chance to hang up. You can do both talk slower and have a conversation about a problem.

5. Do not come across like a telemarketer. Most people do not like telemarketers. If you don't like them, ( I am assuming you are like 99.9% of the population) do you think the people you are calling do? Again be yourself.

When you simply focus on having a conversation the way you would if you picked up the phone and called one your friends, the nervousness and the anxiety will fade away and you can move on to becoming the sales leader you were meant to be.

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Sales Cycle – The Steps to the Sale
by Keith Benton - © 2009 Benton Marketing Strategies

Sales people walk through a process each and every time they present their product to a potential client. However why are some sales people successful and some unsuccessful? The unsuccessful ones typically don't follow the Sales Cycle. They do not follow the path to sales. They skip a step and try to make up for it on other steps.

Sales Trainers frequently talk about the Sales Cycle, however depending on the product sold or market discussed, they may name the steps something different, but the steps are basically the same. The path to the successful out come you are looking for is mere steps away.

So what are the steps of the sales cycle and how do they work?

1. Get Acquainted : get comfortable with each other.

2. Brief: Look for favorable circumstances. Is everybody who needs to be there present? Etc.

3. Find the emotional need

4. Fill the emotional need

5. Close

What is the point of making sure all these steps are completed?

Well for example, let's say you decide on trying to skip the brief step. You go though the process and the potential client tells you. Sounds great but I need to talk to my wife about this. Because you skipped that step, you theoretically shot yourself in the foot. How can you effectively close the sale when everybody necessary to close the sale are not there? The answer is you can't.

Moving systematically from one step to the next insures you increase your odds of making the sale. In most sales processes, most sales people spend the majority of time finding prospects to sit down with to sell. Doesn't it make sense to spend the appropriate amount of time necessary to moving you methodically from one step to the next in the Sales Cycle making sure you cover your bases and growing closer to the sale you worked so hard to set up?

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