8 Things To Do Everyday to Become a Great Sales Manager

Being a successful sales manager takes more than showing up and occasionally giving your salespeople a pat on the back. As the leader of the sales team, you must work hard to keep the team motivated and moving forward. Great sales managers achieve their potential by doing the right things day in and day out.

Integrate these tasks into your daily schedule to improve your relationships with your sales reps, your customers, and help your company achieve their goals. These are the 8 things you should do everyday to become a great sales manager.

Set measurable goals

Goals are impossible to reach if they aren’t specific and measurable. A series of smaller goals is much easier to understand and commit to, as opposed to one larger quarter goal. Instead of saying “increase sales,” say “increase sales by 10%” or something similar.

Every morning, you should review these goals to review progress, and see what is helping you achieve those goals, and what isn’t.

Observe the team

You can’t know how your team is doing if you don’t watch them in action! Wander around your sales floor and simply listen – you’ll be able to learn more than you think. While you’re there, be available to your sales reps to ask for your input or bounce around ideas. Especially if you work remotely or in a different office, make some face time so you’re available for your reps.

Stay involved with customers

It’s important for customers to have personal interaction with you as well as the sales reps. Take the time to jump on a call, or check in with you reps to see how a client is going. It’s especially important to touch base with high-profile clients, so they can be reminded customers of the value you provide and the fact that you care.

Jump in when needed

Your sales reps need you, as the manager and experienced salesperson, to help them when problems arise. You are a teammate to your reps, so you need to know when its time to roll your sleeves up and get in on the action. Look for early-stage opportunities where you could possibly leverage past experience, a network connection or some other way of helping your rep close the deal.

Meet with the marketing team

The sales team can’t operate in a bubble. You need to meet with your marketing counterpart for a daily check-in. Talk about what kind of campaigns marketing is running this week and ensure that the handoff process of leads to sales is still running smoothly. Make sure your sales strategy is driving success for the company as a whole.

Then, bring the updates you discover to your team so everyone is kept in the loop.

Learn something new

Whether it’s reading a sales blog to discover a new trend, or picking up a book about sales techniques, every day you should be expanding your skills. You never know what you might find that could inspire you and provide you with tips to pass on to your team.

Communicate Effectively

Make sure your team knows what they’re working toward and what the progress is. When expectations are clear, everyone can work more efficiently. This also means providing coaching and fulfilling your role as a mentor, continually inspiring them to perform better.

Take time for yourself

No one can work 24/7. It just results in burn-out and lowered productivity. Take time to relax and recharge will not only help you, but your team as well. Your sales reps will follow in your example, so know when you need to take breaks, or leave work early for family obligations occasionally.

Want to chat on any of these or just get a quick checkup by giving me a call at 843.712.7130

The Handoff from Sales to Operations

The Handoff from Salees to OperationsIn a relay race, the baton handoff is crucial for a win. The same is true in business. The handoff from your sales representative to your operations team is key for your success. If the transition does not go as planned, you can quickly lose clients, wasting time and putting your bottom line at risk. They may see your company as disorganized or unprofessional, or perhaps won’t feel like they’re truly being listened to. This is not the way you want to start with a new client.

According to Bain & Company it costs 6 -7 times as much to acquire a new client as to retain one. This should be huge incentive to keep your clients on your roster, as opposed to focusing on only bringing in new names. Making a few tweaks to the client process can give you a big jump in retention. And improving your retention by just 5% can increase revenue by 25% to 95%.

Here are our best tips for creating a successful handoff from sales to operations:

  1. Educate the sales team

Make sure the sales team is educated on all the latest packages, services, and costs for your business. If they’re giving clients wrong information, it will cause problems right out of the gate. Have a meeting, send an updated document, or even give an online quiz to make sure each member of your sales team is well informed.

  1. Detailed notes

The sales team should take detailed notes during each interaction with their leads, and store them in a common place, such as your CRM. As soon as the lead is ready to sign, the sales team should share these notes with the operations team so that every employee can be an expert and fully understand the clients’ goals.

  1. Designate a Go-To Point Person

If the client is confused about who they should be speaking to, they might just pull their deal. Assign a go-to point person to lead the account, and have them lead the kickoff call. The salesperson should also know who the account lead will be, so they can personally brief them.

  1. Create a Checklist

Go over a checklist with the sales team, so they know what information they need to pass on to operations. The items should be personalized to your business, but these should be provided at minimum:

  • Client’s basic information.
  • Who else was involved with the deal.
  • What problem the client looking to solve.
  • Which competitors the clients considered..
  • What promises were made to the client.
  • What is their timeline for services.
  • What relevant systems they use.
  • Any potential concerns with the account.
  1. Design Appropriate Compensation

If you have a big problem with client retention, it might be that your sales team isn’t bringing in the right qualified clients. Your sales team might be over-promising or not properly communicating to the operations team because “the job is done” To solve this, revise your compensation plan to require salespeople to repay commissions earned from clients that cancel their services after a certain amount of time. These “claw-backs” make the salespeople incentivized to sell good, honest deals. They will be more motivated to conduct an excellent handoff to the account manager so they can protect their investment.

  1. Improve communication

If your sales team and your operations team don’t communicate to begin with, you’ll never be able to improve the transition. If they sit in different areas of the office, try bringing them together for a lunch. Organize social events or other post-work extracurricular to help them develop a rapport. When they have more familiarity with each other, it will be easier to discuss clients more efficiently.

Follow these tips to improve your client handoff from sales to operations. Not only will this increase your client retention, it will also improve your revenue.

Give us your thoughts and post a comment below.

5 Best Practices in Developing a Sales Compensation Plan


Creating or redesigning a compensation plan for a sales team is one of the most challenging parts of owning a business. It requires all hands on tech, with contributions from HR, finance, a sales manager, and someone from the field to ensure it’s a plan that works for the entire company. There is no one way to design a compensation plan – every business is different and everyone has different goals and plans that work for them. As you determine how to move your business forward, follow these five best practices in developing your compensation plan.

  1. Have Clear Goals

When you know what you want, it’s easier to get it. Understand where you want your company to go, so you can design your compensation plan around those goals. For instance, if you want to bring in $1 million in new business, how many deals will you need to close to get there? How many opportunities will you need to actually close those deals? How many leads will you need to generate those opportunities? Determine if you prefer a few larger contracts, or more from smaller companies. Decide how important it is for you to get long-term contracts, or can you handle short-term deals.

Tying individual performance parameters to a company’s broader growth objectives is crucial for the success of any sales incentive program. It provides clear marching orders to your team, and everyone knows what they are working toward.

  1. Know Your Team and How They Work

You need to have insight on the members of your team and what their preferences are, as well as the structure of their sales. If the sales person plays a critical role in getting a customer to buy, they should be rewarded appropriately for winning that sale. If you want your team to sell more of a certain package, a commission boost for selling that package would be smart. And if your team is signing fewer big-ticket clients, then including a salary will help even out their income over the year.

Determine what you want your sales reps to do – and what they’re good at- and be certain that your incentive program is in sync. Know what motivates your team and plan accordingly.

  1. Think Outside The Box

Your company’s compensation plan is yours alone, so feel free to get creative. Consider non-cash rewards, like trips or nice dinners. Those can be just as appreciated as money for the right employees!

Contemplate a tier-based system that rewards your high-sellers with a larger commission percentage, which can encourage your beginner sellers to step it up.

Maybe you want to go more extreme and try a 90/10 commission structure. This can be highly motivating for your sales team, and will attract new salespeople who are attracted to this format. You could get your most aggressive year of growth ever!

4. Don’t Cap It

Under any circumstances, never place a cap on the amount of compensation someone can earn. If a salesperson reaches their quota, and there’s no more commission for them, they might not be motivated to make that sale until the next month. Why would you want to encourage reps to stop performing once they reach their payout limit?

  1. Make it Simple

An overly complicated compensation plan will just become a headache. Keep it simple and make it easy for reps to clearly see where they stand at any given point. When the goals and rewards are well-defined, your team will spend less time negotiating and more time selling. Plus, their performance growth will feel tangible and like something they can control.

The right compensation plan can motivate salespeople not only to sell more, but also to act in ways that support a start-up’s evolving business model and overall strategy. Create a company culture that encourages sales and happy employees with a compensation plan that works for everyone.

How do you prefer to structure your plan? Let us know in the comments.

Are You a Boss or a Friend? How To Manage Your Work Relationships

One of the most unexpected challenges that small business owners must face is managing their employees, especially when they hire friends or family members. Without the traditional HR structure, or if you embrace the “everyone does everything” mindset, lines can quickly become blurred between boss and friend. Your first instinct might be to keep things casual, but this can actually inhibit the growth and profitability of the business.

While of course you want to remain friendly and kind with your employees, it’s important to keep your role clear. Otherwise, it will be nearly impossible to deal with already tough decisions, such as salaries, promotions, and firing employees. You must always be the employer first, and the friend second.

If you don’t maintain this separation, your employees will walk all over you. If you have someone who consistently shows up late or performs unsatisfactory work, they’ll have the opinion of “what are they going to do, fire me?” Keeping employees on your payroll who don’t respect you or your business, even if they are a friend, will not make you a successful company. Before things get out of hand, you need to set boundaries and create a healthy boss-employee relationship in the office.

Consider Who You Hire

Before you begin hiring someone, rethink if you’re adding them to the payroll just because they’re a family member. Hire someone who is best for the job, not just Uncle Billy because he needs a job. Feelings may get hurt, but if they are not qualified, they can do more damage than good when it comes to the success of your business. It’s worth in the long run to find the best employee possible.

Be Direct

You need to have a direct conversation with each employee with whom you have a personal background about the nature of your business relationship. This means being clear about what the goals are, how your employees are to help you accomplish them, and what they can expect from you. Make sure that everyone has a role and responsibilities that are spelled out and are very clear to avoid conflict later on.

Keep it Confidential

Confidential work information like salaries, hiring and firing decisions, and quarterly earnings must never be shared with someone who should not have the information, or you’ll lose credibility. If your daughter is the secretary, she should not have more Intel about the business than someone with more seniority.

Follow the Law

As a small business owner, you might think some employee laws and regulations are only for those with more workers. However, there are laws that kick in even with your first hire. Plenty of small businesses have been completely destroyed by a lawsuit when an employer thought the law didn’t apply because the company was too small or because the owner assumed employees would never “betray” the company by suing. Be informed from day one, and follow the rules.

Stay Friendly

Many employees nowadays, especially millennial, are interested in having a personal relationship with their coworkers and managers. You shouldn’t let your position of power keep you from being friendly, kind, and encouraging open communication. You don’t need to invite your employees over for dinner, but asking how their weekend went or hosting office-wide events can help you connect on a personal level without going too far.

Be Open

Make sure your team knows they always have a safe space to share their ideas and concerns, and make sure they know they are being heard. You never know where your next innovation might come from, plus an encouraging environment builds trust and positive morale.

Keep Work and Personal Life Separate

If you do work with family members or close friends, keep things separate. It could be that you don’t talk about work after 6 pm, or you take separate rides to work so you can unwind. It’s important to plan things like family dinners or vacations that allow you to reconnect as family members, so you don’t only become business partners.

these are some valuable lessons I learned in the MSP’s that I worked in or was an executive.  I hope you found these thoughts valuable;e.  Want to talk about your experience, give me a call, email me or make a comment below.

Marketing Work-Life Balance in Your Business

One of the single best things you can do for your employees is create an environment that encourages work and life balance. This will increase the happiness, health and productivity for your employees, making your business more efficient. Companies that gain a reputation for this balance tend to enjoy higher employee retention rates, and draw a valuable pool of candidates for new job openings.

Employees need time to spend time with family, focus on their personal health, and have opportunities to pursue hobbies. This environment starts at the top. As the employer, follow this guide to promote a healthy work-life balance for your team.

Ask your employees what they need

You can’t create an effective plan if you don’t know what works for your employees. Ask your team to fill out a survey that covers various balance-related factors, including hours worked, flexible scheduling, support for working parents, interest in remote work, etc. This will help you identify which areas your company needs to improve, so you can focus on implementing solutions for problems that actually affect your employees.

Set communication standards

Nowadays, everyone brings their work home. Encourage your employees to “unplug” from work emails when they get home or after a certain time. As the boss, you need to follow this rule personally as well. An employee who receives a late-night email from you is likely to feel an obligation to respond. Use a tool like Boomerang to draft after-hours emails that are sent the following day.

Allow flexible hours

Create a schedule that gives your employees opportunities to work when it is most convenient for them. There are several ways to do this:

  • Provide a weekly hour requirement, but allow them to space the time out however they choose (10 hours on Tuesday but 6 on Wednesday, etc.)
  • An hour range, such as 35-40 hours per week
  • No requirement, as long as the necessary work gets done.

Consult the survey you completed with your team to discover what works best for them. This allows employees to easily attend appointments, children’s performances, or take a visiting friend to lunch. This relieves a lot of stress from counting sick hours, or asking permission for every small absence.

allow telecommuting if appropriate

Create a remote working option

If possible, allow employees to work from home 1-2 days a week, such as on Fridays. This can be particularly desirable for those who are taking care of children or elderly parents in their home. Of course, this does not work for all businesses, but it could be worth experimenting with. Some employees may find they are more productive while at home, eliminating distractions from chatting co-workers or small menial tasks.

Sponsor office events

Putting on office-wide events that allows employees to bring their families or significant others helps build a connection between home and work. Picnics, outings to bowling alleys or fairs, or seasonal parties are great ways to provide social events for employees. This after-hours bonding time will strengthen your team and build excitement for your business.

Promote Health

Encourage healthy living in your employees with onsite gyms or discounted gym memberships. Encourage a weekly office-wide yoga class, or cater a healthy lunch (i.e. not pizza!) during the next company meeting. Participate in a 5k as an office, and provide rewards for the most miles run during training. Employees will appreciate that you honor their health as much as they do.

Lead by example

Your employers will only give themselves as much of a break as you do. Therefore, show them the power of a great work/life balance. If you want employees to utilize flexible hours, make sure you leave the office by 5pm once a week. Share your hobby with your employees, or encourage a long lunch break. Create a supportive environment and you’ll have a company that people will be dying to work for!

Using email newsletters to stay in contact with leads

Email marketing is still one of the best ways to reach your customers with a 3,800 percent ROI and $38 made for every $1 spent, according to Constant Contact. It’s easy for messages to get missed on social media or traditional marketing, but in email, it’s always sitting in someone’s inbox, waiting to be read. So before you start complaining about your lack of customers from social media, maybe it’s time to put more effort into an email newsletter campaign.

Creating a powerful newsletter that drives clicks and website visits can increase your sales and grow a customer base that’s looking forward to your news and content. Staying in contact with leads via email marketing is the best way to eventually convert them into customers.

With email, you can personalize your message to each individual contact. You can trigger specific emails based on specific information allowing you to send the right message to the right person at the right time. With email marketing campaigns, you can break down your lists by demographics and previously recorded behavioral data. Some emails may promote sales, others with educational content, or reminders of what the customer looked at on your website. Depending on whether someone signed up for your email newsletter, requested a quote, or downloaded an ebook, you can personalize your emails to them.

Here’s what to do once you have their information.

If a customer visited your website but doesn’t make an inquiry, here’s what to do:

First, capture information from a program called connectmyPSA MyVisitor, which tracks the information of your website visitors. Those suspects are prime recipients of automated emails that deliver specific messages to convince them they need your service. Armed with those leads, set up an automated email workflow. This automatically sends emails to people at different levels of the sales funnel.

Automated email workflow consists of a pre-determined set of emails that are sent out at specific intervals. It allows you to stay in contact with leads without needing to spend hours on the phone. These reminders of your business will keep you top-of-mind when they do decide to purchase a service. A schedule of emails sent every few days could look like this:

  1. A thank you for them requesting the info/quote/etcetera.
  2.  Providing more information about your business
  3. Educate leads on why the problem they came to you about in the first place is worth solving.
  4.  Explain why your business is the best at solving the above problem
  5. Offering a discount or other freebie, such as a white paper.

Your emails should be a mix of promotion and educational content. If all your emails do is bug your leads to purchase service from you, they’ll likely unsubscribe or stop opening your emails. If after the fifth email they have not made a purchase, add them to your email newsletter (described below).

If you have an existing customer on your email list:

Email can (and should) be used to stay in contact with them to continue to do business with them in the future via an email newsletter. This newsletter could include:

  •  Company updates
  •  Industry news
  • Your recent blogs
  •  Case studies

Staying in contact with these customers lets you keep the relationship, and adds personality to your business. Providing valuable content that people want to read will make them excited to open your emails, and continue to do business with you. They’ll continue to trust you, and have confidence in your position as an industry expert.

If they purchase a one-time package, check in down the line (after an appropriate amount of time) to see if they need your service again.

Email allows you to build trust, which is a key ingredient to establishing long lasting customer relationships. Every message you send is a chance to build on that trust, and prove to that customer that you are worth their business. The quality of the content, language, design, and how you handle feedback or questions from customers will result in a positive or negative conclusion in their minds. Use email to build a relationship with leads that will eventually turn them into customers!

Intro to Inbound Marketing

It’s time to get proactive with your marketing strategy and bring more customers to your site. The first place people look for an IT company is likely online. Inbound marketing focuses on creating quality content that increases your search engine rankings and brings the right people toward your business.

The first step to inbound marketing is bringing the right traffic to your site. You want the people who are most likely to become leads and ultimately, reliable customers, to be visiting your site. In order to attract these ideal customers, you need to zero in on who exactly these people are, so you can create content that appeals to them. You can achieve this by analyzing what the buyer persona is of your ideal customer. Personas include the goals, challenges, common objections to products, and personal and demographic information shared among all members of that customer type.

Armed with this information, you can implement these tools to attract them to your site:

Website Pages

Your website is the first impression a new visitor gets of your company, so make sure you put your best foot forward. Look at your site as an outsider – is it easy to navigate and appealing to your ideal buyers? A few tweaks to your website is all it could take for a customer to make a purchase – or you risk them running to your competition. Start with a clean theme and the most important content that will answer any questions a customer might have about your business. Little things like font, color choices, images, and load times can make all the difference.

Search Engine Optimization

Once your site is looking great, the content needs to be optimized for search engines. In order to appear higher in search results, your site needs to include the right keywords that real people are searching. Perform keyword research by looking at your competitors, and using tools like Google Adwords Keyword Planner and Moz to create your list. Once you’ve got 5-10 keywords, sprinkle them throughout your site, create content that covers those topics, and build links around the terms. Stay up-to-date on keyword trends to make sure you optimize to your changing industry.


 Blogging is the base of all inbound marketing.  If you create valuable content that speaks to the right prospective customers, they will find you. Use the keywords you found to write blogs that target those specific topics. If your blog offers great content, customers will keep coming back to it, and will eventually make a purchase. Blogging gives you a chance to prove that you’re an expert in your industry – and also that you have a personality! Show your customers who you really are by highlighting company achievements, while sharing industry news. These blogs can also be used in email newsletters, and shared on social media.

Social Media

The best way to get your amazing content out there is to share it! Sharing your content on social media gives a human face to your brand, and allows you to engage with potential customers. In addition to posting your blogs or links to your site, sharing industry news, interesting images or videos that showcase your company, or just a funny gif can increase engagement and make customers excited to follow your page. You can interact in real-time to answer questions, promote sales, and keep an eye on what people are saying about your company. Silence is deadly on social media, so take advantage of the opportunity to connect.

Inbound marketing is the future of business development. By creating a solid digital marketing strategy to integrate all these elements, and consistently post or update them, you’ll build a great online presence that will lure customers to your site.

There are a number of things to consider when reviewing a sales resume

Resumes are marketing documents. Some entrepreneurs assume that resumes contain the gospel truth when it comes to a candidate’s background and experience. The truth of the matter is that resumes are engineered to highlight (even embellish) strengths and accomplishments while omitting clear and obvious failures. Think about it – have you ever seen a resume that read, “Hit 56% of target sales target due to my inability to set appointments and unwillingness to consistently make cold calls”?

Treat resumes like you would any other piece of marketing collateral. They serve to tell you the features and benefits, but come up short on the deficiencies. That’s where a keen eye and experience come into play.

It takes a salesperson 6 months to become productive. With rare exceptions, I advise customers to expect a six-month ramp-up period when hiring new sales staff. The first 90 days are a write-off from a production standpoint, and the next three should yield slow but steadily increasing progress. By month 6, they should be in full-on selling mode. Within the year they should be consistent. This timeline affects the lens through which a manager should look at a sales resume.

For example, if a salesperson has been at their current employer for less than 6 months and is looking for work, that’s a major red flag. What that tells me is that either this person is failing miserably and knows it; or they made a huge mistake in accepting the position and they want out. People make mistakes, and I’ve seen a number of cases where great candidates have taken a job only to realize that their new employer is headquartered in the Arctic Circle.  Most of the time I find that the reason they’re leaving is because the feel like they’ll fail in the job, and are cutting their losses early.

No matter the reason, what a duration of less than 6 months on a resume tells me is that the salesperson didn’t do enough fact-finding during the interview process to make a good decision, or that they’re not cutting it and are afraid for their job (or were fired). Both insights tell me that they’re not at the top of the game, and that I should keep looking. I have made some exceptions to this rule, but only after really digging into the facts.

Are you so desperate to throw your company’s money at a salesperson that you’d hire someone whose resume creates doubt before they’re even in the job? Someone better is out there, with less baggage – Take your time to make the right hire.

Great salespeople don’t leave jobs where they’re making money. It’s human nature. If you’re earning a cool $250,000 a year selling cloud solutions and crushing your quotas in the process, chances are that you’re a hero at your company. Praise flows freely, and you get sent on trips where you sit on a beach with your family and drink rum cocktails. You’re probably happy. Well maybe a slight exaggeration, but you get the point!

What you emphatically don’t do is actively look for another job. I can’t stress this point enough – great salespeople don’t leave great jobs. Great salespeople leave that great job when the company decides to cap their earnings, or because they get acquired and the new regime wrecks what was working. They don’t want to start over working for you and your giant question mark without a major upgrade to compensation potential.

Here’s what it all means for you as the hiring manager with regards to the resume review: If a salesperson is looking for a job that should immediately makes you wary. If this person has stints of less than 6 months on their resume, that’s a warning that there’s something more to the story. Why? Because it takes at least 6 months for even a great salesperson to get to a consistent, quota-reaching level of production. Make sure you know why they’re looking for a new gig. The answer, “because I’m looking for more opportunity” typically translates to “I’m not making my number.” You need to find out why.

What’s been your experience? Chime in and let me know your thoughts.

Are Your Interview Skills Ready for Today’s Candidates?

Over the years we have helped many organizations hire sales or operations personnel.  During that time we have found many qualified candidates that see to evaporate when the organization is finally ready to actually hire the professional.

Why did they evaporate?  This is the question that many hiring managers ask us.  Basically it is due to a lack of communication or hiring practices.  Here are a few items to think about removing from your hiring practice

  • Going Silent – Many of you are running a busy business and are extremely bad at answering a phone call or returning one. If a candidate has an expectation that was set during the interview, expect them to follow up (a good candidate would).  If you don’t return the call, then what do you think that tells the potential candidate?
  • Focus on a Past Position or Salary – Stop focusing on the past, present them with real live situations to see how they solve your problems. The past is what got them to the interview, presenting how to solve your issues are what will secure them the position.  Compensation is important but if they can solve your problem, then compensate properly and they will be happy to be part of the team.
  • Pre-employment Tests – No doubt a tech test or a ride along can uncover many things, but who has the time to put in all the energy for a test and then have you go silent. There are plenty of ways to find out if someone can perform using a Disc or Motivator.  They are quick, easy and provide insight into the person and how they will mesh with your team.
  • Lack of Information at the Interview – Many times you have a great candidate but you have failed to provide some very critical information to help them and you during the conversation. At a minimum you may want to provide a printout of the position notification and detailed position decryption to ensure that a discussion on the items are all discussed and any questions can be ironed out.
  • Not Being Prepared – Spend the time in the interview digging into problems and solutions. So many hiring managers show up and read the resume in front of the candidate.  This demonstrates your lack of preparation.  Read the resume, go on LinkedIn or other social medial and know a little about your candidate.  Have 10 -15 questions ready that help you dig in to how they solve problems and show them that you took the time to learn about them, just as you would have expected them to do the research about your company.

By being properly prepared and focusing on the future, both parties should be able to conclude what the engagement would look like.  Provide realistic expectations and ensure that you nurture the candidates in the pipeline so they stay engaged.  It is OK to let them know that they are not a fit for the position at the conclusion of the interview, it may also relieve setting an unrealistic expectation for follow up.

6.5 Rules to Qualify Your Sales Prospects

Sales ProspectsRules are at the foundation of qualification.  The ability to understand and deal with the prospect should be short and powerful.  Here are the 6.5 rules

  1. Gather your top questions that make your company different than the next TSP (technology service provider). They will help you gain important information. Don’t forget to rehearse them so you are comfortable and confident in front of the prospect.
  2. Plan the conversation to include issues that concern the prospects true concerns and relate it to business success. Always remember you are in charge of the conversation, so steer the client in directions to tell the story.
  3. Pre-Call research is a great way to break the ice. Ensure that you learn about items facing their industry, their business, competitors and the person you meet with. Proper preparation shows you care, are knowledgeable and want them as a client.
  4. Tour their office or facility. Ask questions as you tour about trouble areas, competitive advantages, goals, etc. this will help you in your business discussion and further help solve a problem.
  5. Solve problems! Company executives are not interested in speed and feeds or how great your company is.  Sell based upon similar situations that a prospect can relate to providing them with a visual of how their business can get better with your solution
  6. Provide testimonials from like companies or ones that shared a similar problem. This provides proof that you have delivered in a situation similar to theirs.

6.5 Relax and enjoy the meeting, building relationships is a huge success factor when selling, relate to the person and their situation, view their office belongings and draw correlations.

I am sure that you may view this blog and say these are obvious things, but if you honestly measured yourself or a rep, I would venture to say that half of the rules are cut out and change the acquisition of a net new client.

want to chat more, contact us




Pete is a great strategist, trainer, coach and speaker. Over the past few years he has shared his insights and expertise to the ChannelPro audience and we are grateful for it. He excels at getting organizations to think, act and perform better – driving business value and improving corporate culture at the same time.

- Michael Siggins – ChannelPro Network, VP and Publisher

Pete is a no nonsense guy that puts his experience to work. He has been a huge asset to a number of HTG members in sales and marketing areas. He gets stuff done.

His approach is disciplined and that is what makes it work. No fancy tactics, just good old basic blocking and tackling which is what assures success. He has been a great partner to HTG and our members!

- Arlin Sorenson, CEO and Founder of Heartland Companies

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