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<item>  <title><![CDATA[Three Skills To Improve Conversation]]></title>   <link>http://www.salesresources.com/articles/article.cfm?ID=1717</link>   <description><![CDATA[One key to becoming a great conversationalist is to pause before replying. A short pause, of three to five seconds, is a very classy thing to do in a conversation. When you pause, you accomplish three goals simultaneously. <b>The Benefits of Pausing</b>First, you avoid running the risk of interrupting if the other person is just catching his or her breath before continuing. Second, you show the other person that you are giving careful consideration to his or her words by not jumping in with your own comments at the earliest opportunity. The third benefit of pausing is that you will actually hear the other person better. His or her words will soak into a deeper level of your mind and you will understand what he or she is saying with greater clarity. By pausing, you mark yourself as a brilliant conversationalist. <b>Ask Questions</b>Another way to become a great conversationalist is to question for clarification. Never assume that you understand what the person is saying or t]]></description>   <guid>http://www.salesresources.com/articles/article.cfm?ID=1717</guid>   <pubDate>Fri, 22 Oct 2010 12:00:00 CST</pubDate>  </item><item>  <title><![CDATA[The "acid Test" Of Listening]]></title>   <link>http://www.salesresources.com/articles/article.cfm?ID=1702</link>   <description><![CDATA[Paraphrase Your Customers WordsThe customer is only sure that you have been listening when you paraphrase what the prospect has said and feed it back in your own words. This is where the rubber meets the road in effective listening. This is where you demonstrate in no uncertain terms to the prospect that your listening has been real and sincere. This is where you show the prospect that you were paying complete attention to what he or she was saying. Paraphrasing is how you prove it. <b>Question for Clarification</b>When the prospect has finished explaining his or her situation to you, and you have paused, and then questioned for clarification, you paraphrase the prospects primary thoughts and concerns, and feed them back to him or her in your own words. <b>Use the Right Words</b>For example, you might say, "Let me make sure I understand exactly what you are saying. It sounds to me like you are concerned about two things more than anything else, and that in the past you]]></description>   <guid>http://www.salesresources.com/articles/article.cfm?ID=1702</guid>   <pubDate>Mon, 18 Oct 2010 12:00:00 CST</pubDate>  </item><item>  <title><![CDATA[Anatomy Of A Bad Sales Letter]]></title>   <link>http://www.salesresources.com/articles/article.cfm?ID=1639</link>   <description><![CDATA[As a professional salesperson, you often find yourself, whether in your personal or professional life, on the other end of a sales pitch. When that sales pitch is delivered to you in person or over the phone, its fairly easy to pick up on rookie mistakes and see through any blatant hyperbole. But how good are you at picking up on these issues when the pitch is delivered in writing? Its an important question, because you may be guilty of including these weak spots in your own sales letters without even knowing it.Following is an example of an awful sales letter - one thats amateurishly executed and riddled with communications mistakes. Next to each mistake is a bracketed number that corresponds to an explanation of the mistake, which appears below the letter. See if you can figure out the error before checking the answer. Dear Friend: <b>[1]</b>Give me 5 minutes of your time and Ill show you a product that will change your business forever! <b>[2]</b>XYZ Widgets h]]></description>   <guid>http://www.salesresources.com/articles/article.cfm?ID=1639</guid>   <pubDate>Mon, 02 Aug 2010 12:00:00 CST</pubDate>  </item><item>  <title><![CDATA[Salesmanship And Empathy]]></title>   <link>http://www.salesresources.com/articles/article.cfm?ID=1633</link>   <description><![CDATA[One of the simplest ways to increase your productivity as a salesperson is to tune into your buyers point of view. When you are in tune with your buyer you have empathy. This means that you can identify with and understand their situation, feelings, and motives.When you are in tune with your buyer everything you say or do seems to be right on the mark. The buyer gets the feeling that you really understand them and the road to a successful sale lights up like an airport runway. The opposite is also true. When you are not in tune with your buyer nothing you can do or say will seem to be right. When you push they pull and vice versa.Master salespeople know the importance of empathy and tune in to their buyers as quickly as possible. Novice salespeople on the other hand, rarely make the effort. This lack of empathy between buyer and seller accounts for much of the negative experiences many consumers experience.This kind of selling requires a genuine desire on the part of the s]]></description>   <guid>http://www.salesresources.com/articles/article.cfm?ID=1633</guid>   <pubDate>Thu, 15 Jul 2010 12:00:00 CST</pubDate>  </item><item>  <title><![CDATA[Feedback: Some People Cant Handle The Truth]]></title>   <link>http://www.salesresources.com/articles/article.cfm?ID=1602</link>   <description><![CDATA[Are you the type of individual who values sincere feedback and welcomes constructive criticism from customers, associates, and family members? Sometimes getting feedback can be an unpleasant experience, especially when it hasnt been requested! Without timely feedback, its utterly impossible for a person to accurately identify his or her shortcomings, correct bad habits, and profit from mistakes.I cant think of any professional athlete or top-producing sales rep who have become successful by avoiding critical feedback. In fact, even the greatest professional golfer in the world, Tiger Woods, understands the value of seeking out advice on club selection from his caddy before taking a swing at the ball. Unsuccessful people often reject feedback and avoid taking personal responsibility for their actions. They have difficulty admitting weaknesses and when confronted, theyll frequently respond to feedback by lashing out in anger to deflect blame or deny responsibility.Unfortunate]]></description>   <guid>http://www.salesresources.com/articles/article.cfm?ID=1602</guid>   <pubDate>Tue, 08 Jun 2010 12:00:00 CST</pubDate>  </item>
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