Number of pages: 220
Publisher: Gallup Press
BBB Library: Sales and Marketing
There's no one right way to sell. Salespeople get the best results by building on who they already are. This lively and liberating book will teach you to do just that. Strengths Based Selling gives salespeople practical, hands-on advice. It walks them through the sales process and shows them how to use their strengths at each step. It provides practical advice that salespeople can use every day.
"Strengths Based Selling (SBS) by Tony Rutigliano and Brian Brim is yet another book based on the foundation of the Clifton StrengthsFinder assessment. If you haven’t taken that yet, we’d like to highly encourage you to take it! This book will provide you with a code, as well as another lens with which to look at the strengths philosophy. It’s an engaging read and applicable to people at any level of Strengths awareness."
“'Strengths Based Selling is about your strengths and your personal approach to sales,' write consultants and Gallup executives Tony Rutigliano and Brian Brim, in their landmark and extensively research based book Strengths Based Selling: Based on Decades of Gallup’s Research Into High-Performing Salespeople. The authors describe how and why salespeople should focus on enhancing their strengths, rather than follow the conventional wisdom of repairing their weaknesses, or of seeking some elusive selling technique that allegedly assures more sales success."
"If you have never taken a skill, talent, strength, or personal attributes assessment, especially if you consider sales as a career, then by all means, buy the book – the access code and top five talent themes are worth the price."
Before you can think of selling anything to anyone, you must first make sure that they are listening to you. But the rule of thumb is that most people are not listening; most people are pre-occupied with their own thoughts, troubles, errands, commitments and the likes. Your objective here is to
In Our Rapidly Changing world, selling is becoming more difficult because buyers are changing. The Lives of our best customers, those who have known and valued you the most, have been changed personally and professionally. In today's fiercely competitive marketplace, buyers are slashing costs to get by, which means there's more
Based on an exhaustive study of thousands of sales reps across multiple industries and geographies, The Challenger Sale argues that classic relationship building is a losing approach, especially when it comes to selling complex, large-scale business-to-business solutions. The authors' study found that every sales rep in the world falls into one of five
Sales professionals now confront the most serious threat to their success. Regardless of their size, industry, country, customer type, nature of the relationship or amount of value they provide, sales professionals are finding that purchasing decisions are increasingly being limited by procurement. The modern procurement function is purchasing on steroids. Where
It’s old news that buyers have a lot more information about everything than in decades past. Also fairly well established is that today’s buyers are harder to reach, buying cycles are longer, and more decision makers are involved in every sale. Yes, buying has changed a lot, yet from the 1970s until
Only certain people have the ability to consistently perform well in sales. Those individuals have a rare combination of natural talent, skills, knowledge, and practice.
Anyone with enough ambition can learn skills, acquire knowledge, and find opportunities to apply them. Without natural talent though, all the skills, knowledge, and practice in the world won’t make a salesperson great.
You must maximize who you are rather than trying to make yourself someone else. Trying to be someone you’re not is exhausting and dispiriting, and it leads to mediocrity.
The places where you don’t see a direct link between your talents and your role could become areas of weakness if you don’t manage them. If those areas are getting in the way of your job performance or disturbing your co-workers, then they matter, and you have to manage them.
Your talents are innate. But talent alone doesn’t make a strength. To develop your natural talents into strengths, you need to add skills, knowledge, and practice.
A good way to measure how effective you are at prospecting is to keep track of your inbound and outbound calls, the number of people you talk to, and the outcomes of your conversations.
Answer the question “What’s in it for me?” from the prospect’s point of view. Then you’ll be ready to provide evidence that your company’s product or service can do what your prospect needs it to do.
Get past “gatekeepers” (those administrative assistants who get between you and the prospect) by convincing them that one of the best things their bosses can do is spend time talking to you.
Always name the highest price you reasonably can when price discussions begin. Regardless of what the final price is, the customer will remember the anchor price and feel that he or she has saved money.
Building lasting connections with people who can influence the prospects you’re trying to connect with will improve your odds.
Sales requires determination and the ability to shrug off rejection. But there is such a thing as smart time management, and wise salespeople recognize futility.
When working to understand different ways to get in the door, look for a more obscure route that your competition has missed.
To find a solution, you don’t need to know all the answers, but you do need to ask the right questions.
The first step to finding solutions is differentiating your customers and knowing them individually.
Increasing the breadth and depth of your partnerships inside your organization is crucial to providing client solutions. Make your fellow employees see themselves as an integral part of that process.
Before you go to the client with a brilliant idea, you should know the price of that idea. That requires scoping the solution thoroughly, now and for the future.
Unless you’ve diligently priced and scoped the project before you take it to the customer, the customer will inevitably price it themselves. So don’t present a solution unless you’re ready to have a discussion about price.
Seek information that helps you develop an understanding about what is important to your advocates and what they need from you to strengthen your partnership.
Go into the negotiating and closing process more informed than the client and your competitors. Do your research about the customer’s probable objections—and the comparisons they may make between you and the competitors.
A customer who is willing to refer you and your organization is seizing an opportunity to promote a smart decision he made in selecting you. You shouldn’t let clients miss opportunities to make themselves look good.
The dynamics of a team can often be confusing. Use your ability to pick up on the emotions that occur within the team to help individuals better understand one another and why they may be feeling the way they do.
Two effectiveness experts from The Gallup Organization use the latest statistics to debunk the most pervasive myths about sales and to determine that there is no one formula for success, and that training, knowledge and experience cannot make a great salesperson. They help salespeople understand themselves and their top sales talents