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<item>  <title><![CDATA[How To Handle The Skeptical Prospect]]></title>   <link>http://www.salesresources.com/articles/article.cfm?ID=1629</link>   <description><![CDATA[Its common knowledge that prospects are a lotbetter-informed nowadays than they were ten, or even 5 years ago aboutsolutions to the problems they encounter, and for the objectives theyrelooking to achieve.<span>allnbsp; </span>The easyavailability of information on you, your company, and your competitors hasshifted the balance of power away from us sales people, and towards prospects.<span>allnbsp; </span>No longer can we count on prospects to acceptevery claim we make at face value; we need to be able to convincingly supportthem.<span>allnbsp; </span>This is particularly pertinent ifyou or your company are an unknown quantity (youre a start-up, youre enteringa new market, such as a new vertical, or new geography), or if your company is aknown quantity, but has had some bad press lately.<span>allnbsp; </span>The onus falls on us to back up our claims;if we dont, its just too easy for prospects to move on to a competitor withwhom they feel more comfortable.</p>]]></description>   <guid>http://www.salesresources.com/articles/article.cfm?ID=1629</guid>   <pubDate>Sat, 31 Jul 2010 06:25:01 CST</pubDate>  </item><item>  <title><![CDATA[Call Me Next Week]]></title>   <link>http://www.salesresources.com/articles/article.cfm?ID=1610</link>   <description><![CDATA[You finally connect with a prospect and the end of your conversation goes something like this, "Ill get that information to you by tomorrow and Ill call you early next week to discuss it with you." But when you call the following week, you get your prospects voice mail. After repeated failed attempts to connect with your contact, you move on to another opportunity. Sound familiar? Heres how you can prevent this situation from happening. Pinpoint and nail down a specific day and time before you end your call. Here is an example of how you can do that easily and without sounding aggressive or rude. "Ill get that information to you by tomorrow and Ill call you next week to discuss it with you. How does Tuesday morning work for you? Great, what time works best for you? Any time in the morning? Is your calendar open at 10:15? Terrific; l will send you an email invitation this morning so we can both confirm next Tuesday at 10:15 AM." This assertive approach is extremely]]></description>   <guid>http://www.salesresources.com/articles/article.cfm?ID=1610</guid>   <pubDate>Sat, 31 Jul 2010 06:25:01 CST</pubDate>  </item><item>  <title><![CDATA[Avoiding The Price Question Early In The Sale]]></title>   <link>http://www.salesresources.com/articles/article.cfm?ID=1563</link>   <description><![CDATA[The price of your goods and services is always a primary concern to your prospects. Whether you like it or not, price is top of mind with the majority, if not all, of your prospects; and you probably find the question of price comes up in your conversations with prospects long before you have had the opportunity to build value in your product and service.The price question presents you with a serious dilemma-how do you honestly answer the question of price, yet at the same time save a detailed conversation about price until you have had the opportunity to build the value in your product and service that justifies its price?The early introduction of the price question seems to put you in a position of having to choose between two rules of selling that appear to be antithetical to one another at this point-always answer your prospects questions honestly and directly, and never discuss price until youve built value in your product or service.Fortunately, you can honor both rul]]></description>   <guid>http://www.salesresources.com/articles/article.cfm?ID=1563</guid>   <pubDate>Sat, 31 Jul 2010 06:25:01 CST</pubDate>  </item><item>  <title><![CDATA[Sales Objections: Opportunity Or A Death Knell?]]></title>   <link>http://www.salesresources.com/articles/article.cfm?ID=1529</link>   <description><![CDATA[Its often been said that salespeople should welcome sales objections because they present an understanding of what the client is concerned about, and along with them, an opportunity to allay those concerns.But in todays tough selling environment, this logic doesnt always work. In fact, todays buyers are in an increasingly powerful position, resulting from both a general oversupply of products and services and highly effective procurement strategies and tactics. Voicing concerns is often little more than a statement of why the client isnt going to be engaging you.How then do you tell the difference between a legitimate sales objection and a death knell? And if you do still have an opportunity, what objection management tactics should be employed that will work to your best advantage?Its all about decision criteriaFirst, lets look at the subject of decision (or buying) criteria to understand the degree to which a clients concerns are indications of real threats to]]></description>   <guid>http://www.salesresources.com/articles/article.cfm?ID=1529</guid>   <pubDate>Sat, 31 Jul 2010 06:25:01 CST</pubDate>  </item><item>  <title><![CDATA[If Price Really Matters...]]></title>   <link>http://www.salesresources.com/articles/article.cfm?ID=1526</link>   <description><![CDATA[Sales people have always had a laundry list of excuses that keep them from being able to sell today. Yet, is there any excuse more infamous than the price one. "If we just lowered our price, I could sell a ton of this stuff." Oh really? People buy primarily-based on price? Well, if thats true consider this.If price really matters...* Everyone would buy generic drugs* No one would have cable or satellite television* The seat every fan fights for would be the last row in the stadium* Satellite radio wouldnt have over 15 million subscribers* No one would own a Bose product* You would get your drinking water from a faucet* A Yugo would be in your driveway* Nordstroms would be empty* Everyone would shave with a single blade razor* Starbucks wouldnt have poured a single cup of coffee* The only food in your kitchen would be supermarket brand* The toilet paper in your bathroom would be single-ply sandpaper* And... You wouldnt have any clients! After all, ]]></description>   <guid>http://www.salesresources.com/articles/article.cfm?ID=1526</guid>   <pubDate>Sat, 31 Jul 2010 06:25:01 CST</pubDate>  </item>
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