Effective Selling Management - The Top Six Reasons Sales Managers Fail Their Sales Teams

I've mentioned this many times. The job of a sales manager is one of the toughest occupations in the world. Just as with any job, part of success is skill and knowledge and part of it is the internal components of the individual.

Effective sales managers do well for many different reasons; likewise, unsuccessful sales managers fail for many different reasons. If you are a sales manager or VP, ask yourself if any of these issues have ever caused problems for you or others you know.

Failure #1: The Sales manager is not wired for the job. As you will find out, there is a formula for determining a salesperson's capacity to perform.

There's no difference with sales managers. Many ineffective sales managers come from the ranks of the sales team. Often, they were excellent salespeople who were moved up based on the presumption that if they were good at sales, they'll be good at sales management. Not so.

The skill sets and internal wiring are completely different for the two professions. When a sales manager doesn't have the capacity to perform in that role, he will fail (and many times bring the organization down with him.)

Failure #2: A good candidate for a sales management position rarely gets the chance. Poor performance in a sales role becomes a stumbling block for advancement.

Unfortunately, many of the best sales managers were, at best, mediocre salespeople. Consider some of the most successful NFL coaches. Many of them were very marginal players or never played the game at all.

They had a greater capacity to coach, communicate their vision, and lead the team than to participate on the field as a star player. Any sales organization that hires a manager largely on past performance in sales may miss out on a great sales leader.

Failure #3: The manager lacks a foundation of effective sales training. Place anyone in any position and give them no training, and what do you have? You get an employee who stays in a constant state of frustration.

Some managers don't instinctively know how to fulfill the role. They must be given the training and resources to understand and recognize what each individual salesperson needs to help them be successful.

A sales manager who has very little dedicated training will significantly hamper the ability of the salespeople to do their jobs and reduce the organization's competitive edge.

Failure #4: Lack of an effective selling system.

Football teams don't go out on the field without a clearly designed play to run. Without a selling system every salesperson knows and follows, the salespeople will make it up as they attempt to move through the sales process. There's no repeatable formula for success. Sometimes they get the sale, sometimes they don't. Unfortunately, there's no way to determine why they did or didn't get the sale, and then coaching becomes a difficult task.

When the manager doesn't provide the sales team with a clearly defined selling system, the players will squander opportunities your competitors will get.

Failure #5: Lack of an effective hiring process. Gut feelings and speculation in the selection process will limit your ability to make the right choice. Just like having a selling system for your sales team to follow is important, so is utilizing an effective hiring system.

We provide in-depth assessment tools and experienced analysis of the results to help you acquire the best sales talent possible.

Remember, it's the sales managers responsibility to make the right judgments about hiring new salespeople. And without a defined process utilizing objective measurements, hiring decisions can end up being a toss-up.

Failure #6 - Lack the understanding of the concept of coaching. If a sales manager sees himself as strictly a manager, he can easily be driven by the administrative functions of the job: administration, spreadsheets, operational issues, etc.

A selling coach, or sales coach, on the other hand, works with the salespeople to develop them in individual areas, strategizes with them on difficult deals, holds them accountable for their results, provides feedback on performance issues, as well as course corrects before the month is over to help prevent sales failure.

I'll say it again. Sales management is a tough job. Invest the time and energy in the right tools for the job: effective sales management training, a proven and reliable salesperson hiring process or assessment, and a powerful selling system, and you can reap the rewards of a successful sales team.

Barrett Riddleberger is an internationally recognized leader in the fields of sales assessment, custom sales training and sales recruitment, as well as a successful and results-driven sales consultant. He also is founder of Resolution Systems Inc., a strategic sales consulting firm. His book, "Blueprint of a Sales Champion," details how organizations can find, train and retain top performing salespeople... even in a highly competitive market. An accomplished author and sales consultant, Riddleberger is also highly in demand as a business development and motivational speaker for organizations seeking to drive their sales force to greater levels of performance. For more info visit ResolutionSystemsInc.com or call 866.350.4457.

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Selling in a Tough Economy - Strategies For Sales Managers

Which Salespeople will Thrive and Who will Dive as the Going gets Tough?

Selling in a tough economy will separate those salespeople that "can" and those that "can't".

The fact is, it doesn't really take a great a salesperson to achieve quota in times of double digit market returns. But what should you as a sales leader do when the economy starts to hit the brakes? How do you ensure your sales team achieves their sales targets when the market is flat?

How do you as the sales leader plan to achieve your sales budget when there is so much indecision and fear in the market?

Think about it, do you really know how each of your salespeople are going perform in these troubled times?

Here's a method to most accurately determine how the people in your sales team are likely to perform when the going gets tough.

Step 1:

Review the actual sales of each of your people over the past two sales quarters.
Separate their sales into three camps. Camp one should include those sales where your salespeople actually had to "create the sale." The created sale is one where the salesperson actually developed the sales from start to finish. These are the sales which your company would not have received but for the efforts, creativity and persuasion of the salesperson.
The second camp of sales will include those that on close scrutiny show that not that much effort was required to bring them home. These are the "walk up starts, the easy ones, the lucky ones, the one's where the salesperson happened to be at the right place at the right time, with the right offer.
The third group is comprised of those sales that fall somewhere in-between camp one and two. These are those sales that whist some effort was required to make the sale; there were a number of factors that fell easily into place helping to bring the sale home.

Step 2:

Now simply analyse the percentages. Looking at each individual salesperson determine:

What percent of their sales come from camps one and three? This total will be your best indication of how your salespeople will perform in a slow market.
Now review camp two. During tough economic times the easy sales found in camp two will tend to dry up and you will be relying on those sales your team actually create to meet your team sales target.

When you apply this assessment to each individual within your sales team, you will very quickly work out who amongst the team will be likely to thrive and who will die as sales opportunities shrink.

As one of Australia's leading authorities and coaches in sales management, Ian Segail has been involved in the coaching, training and development of sales managers and salespeople for over two decades.

Drawing on 25 years of experience in sales, sales management and leading an HR and training team, Ian brings a strong dose of fiscal reality and practicality to his works as a Sales Performance Coach.

Ian is the author of "Bulletproof Your Sales Team The 5 Keys To Turbo Boosting Your Sales Team's Results" and a number of business articles, business reports and white papers including "The fish stinks from the head!" and "Why Sales Training Doesn't Work"

Ian has an insatiable hunger for studying selling and people management and has passionately pursued answers to the question "How come some people can sell and most can't?"

He can be reached via http://www.iansegail.com

Read Ian's latest free report - "The 7 Most Costly Mistakes Sales Managers Make" here http://www.bulletproofyoursalesteam.com [http://bulletproofyoursalesteam.com/free-report/7costlymistakes.html]

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Seven Selling Fundamentals That Create an Effective Sales Skills Set

There has been a time that we have all experienced, although a rare situation, where you totally surrendered to the selling skills, selling fundamentals, sales technique and enthusiasm of a true 'Sales Professional." You were convinced that you were not going to purchase, you made that decision on the way to the presentation. You just wanted to hear about the product, not buy it. During the sales presentation you began to rethink your resolve and thought that 'maybe there is something to this'.

By the end of presentation, you did not change your mind, but you made a new decision based on new information, that made you want to buy what the salesman was selling. It was masterful: the timing of the questions, the tone of voice, the amazing ability to listen to what you were really asking for. It was like poetry in motion. It seemed like that salesperson could read your mind - and wow - even understood your pain. We are helpless and totally at the mercy of the Sales Professional's defined sales technique and sequence and the most fascinating of all, we loved every moment of it! The sales process was effortless, enjoyable and we even spent more money than what we had originally planned.

Why? Because the level of sales professionalism made us feel that our needs were safe we could trust this person. We felt comfortable enough to be confident that this process would solve our problem and add value to our lives. You see, we love working with true professionals. We love buying from them because they make our lives easier. Even better, we love referring them because they make us look good. We tell their stories at dinner and we go out of our way to ensure that our friends and family use this salesperson.

Effective professional selling fundamentals are what make this 'Sales Professional' that good. To be compassionate about being a sales person, with the drive to become this effective, you should become familiar with the '7 Pillars of a Sales Professional'. You will build a solid foundation for professional growth with these effective selling fundamentals.

The Selling Fundamentals

The fundamentals of selling consist of a basic foundational sales skill set. These include features and benefits, hot buttons, closing, silence after asking for the sale, the law of averages, the 80/20 rule, the six money making activities, open ended questions, etc. It is virtually impossible to build a career as a sales professional with out this foundation. Returning to the fundamentals is the secret to getting out of selling slump.

Art of The Sale

Anyone can draw a picture of an apple, but an artist draws an apple so beautifully that you might pay to put it on your wall. Learning the fundamentals is a great start and will make a dramatic impact on your sales career and pocket book. Now add learning how to deliver those skills in the same way an artist makes a painting and see your results soar. The art of selling consists of the proper use of voice inflection, body language, presentation skills, timing of questions, use of silence, pace of speech, etc. Research shows that tone of voice and body language make up 93% of the impact we make on other people. It's NOT what you say, it's HOW you say it that matters.

The Psychology of Selling

All sales people face the same psychological challenges of facing rejection, insecurity, fear, call reluctance and procrastination. These are not logical problems but rather problems of emotional self-regulation. Pure will power can sometimes be suffice but when we fail to overcome these challenges it may be due to taking a purely logical approach (better time management) to solve emotional problems (lack of impulse control). The psychology of selling consists of coping strategies and tools to deal with the realities of being a salesperson and creates the proper mindset and winning beliefs of a "Sales Professional." This is a complex topic, which is why it is so difficult to master.

Generating Results Through Selling

This pillar is exciting because it offers the opportunity of taking a giant leap forward in generating results if applied correctly. By using key scientific methodologies understanding the role the human brain plays in making buying decisions, the Sales Professional can experience vast improvements in closing ratios and speed the trust building process with clients and referral partners. Plus, the results can be achieved on purpose every time by following the scientific process/methodology, versus crossing fingers and hoping that the gift of gab or instinct will get you by.

The Sales Objective

Sales professionals know exactly what their job is on a daily basis. They know what their objective is on every sales call and are comfortable driving the sales process because they are crystal clear on what step is next. Their clients find it easy to do business with them because they reduce the number of decisions the client needs to make, allowing them to focus on their business. The foundation of a defined sales process is made up of what I call the Six Money Making Activities: Prospecting, Setting Appointments, Presenting Value, Closing, After Care/Follow-up, and Referrals.

The Advanced Sales Strategies

Advanced Selling Strategies consist of creating leverage and compression, preemptive selling to eliminate all objections before they come up, and consultative selling. In essence, here you begin moving from $25/hr. activity to $2,500/hr. activity.

Sales Management

Create a lean sales accountability system. All of the first six pillars are, fundamentally, subject matter and skills that can be learned and honed by committed sales professionals. However, the key to bringing them all together and turning them into more income, is a lean system. This ensures all the right things happen, at the right time, every time, with minimal wasted effort and maximum benefit both to the customer and to the sales professional. Such a system should keep track of every one of your contacts as well as your current lead pipeline and then drive each lead through the Defined Sales Process (pillar 5) that you created to take advantage of best practices.

Contact management and CRM systems can be helpful here, but a lean work flow automation solution is the way to get it done right. Such a system brings accountability to how you are handling the leads in your pipeline and whether you are moving them through your Defined Sales Process at a pace and conversion ratio that ensures that you are consistently making money. With competition at an all time high and unskilled salespeople lowering their prices on a daily basis, Sales Professionals need to streamline their business, focus on highest payoff activities and still deliver more value than competitors. By defining your sales process and accountability system, you then can focus on creating the life and business you've always dreamed of.

Becoming familiar with, and using these professional selling fundamentals, generate confidence and creates personal pride in being a professional salesperson. Continue to educate yourself in your chosen profession. Go back to why you sell what you sell, and be willing to act on the care that you feel for your clients. Care enough to be unreasonable when they don't understand the value of what you are offering and ask again for the sale. The world needs professional salespeople who understand and can effectively use these selling fundamentals to sell the right things to the right people at the right time.

Rene F. Rodriguez. Rene is a member of the LoanToolbox Speaking Faculty and Chief Executive Officer of Volentum, a Management Consulting Firm that specializes in sales system creation, sales training, & change management, with significant expertise in applying brain research to improving results. Rene is a partner of Cross Media, LLC.

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The Definition of Sales - Professional Selling Defined

Before I define professional selling. Let's look at some of the related professions. Below are some definitions of professions/occupations that relate to professional selling from Wikipedia:

Marketing is defined as an ongoing process of planning and executing the marketing mix (Product, Price, Place, Promotion) for products, services or ideas to create exchange between individuals and organizations
Advertising is defined as a form of communication that typically attempts to persuade potential customers to purchase or to consume more of a particular brand of product or service.
Public relations is defined as the practice of managing the flow of information between an organization and its audiences.
Sales Promotions is defined as the pre-determined actions designed to increase consumer demand, stimulate market demand or improve product availability for a limited time (i.e., contests, point of purchase displays, rebates, free travel, and sales incentives.)

What about the sales profession?

Notice in the above definitions, the profession is *not* defined as the individual. For example, marketing isn't defined as "people who market." Yet, the sales profession is often explained as "individuals who sell." Therefore, selling shouldn't be defined in this manner. Notice also, that the above professions are *not* defined by the activities of those individuals. In other words, the profession of advertising isn't defined as "placing ads on television." Therefore, selling shouldn't be defined in this manner.

Academically, selling is thought of as a part of marketing, however, the two disciplines are completely different. Sales departments often form a separate grouping in a corporate structure, employing individuals who specialize in sale specific roles. While the sales process refers to a systematic process of repetitive and measurable milestones, the definition of the sales "profession" doesn't exist (until now with this article).

So the questions become:

Who is "in" the profession and who is not?
How does selling relate to marketing, advertising, promotions, and public relations?
What shared competencies do individuals within the sales profession need?
How do these competencies align to roles in terms of focus and differentiation?

A definition should provide a meaning. To determine the meaning of the sale profession, it is useful to determine what the sales profession *must* contain.

The following three tenets are required for professional selling:

The focus of the sales profession centers on the human agents involved in the exchange between buyer and seller
Effective selling requires a systems approach, at minimum involving roles that sell, enable selling, and develop sales capabilities
A specific set of sales skills and knowledge are required to facilitate the exchange of value between buyers and sellers

Within these three tenets the following definition of profession selling is offered by the American Society of Training and Development (ASTD):

Professional Selling is:

 "The holistic business system required to effectively develop, manage, enable, and execute a mutually beneficial, interpersonal exchange of goods and/or services for equitable value."

Note: this definition was published by ASTD in 2009.

What does this definition accomplish?

First, it creates a definition of world class selling. An organization wishing to benchmark its selling effectiveness can leverage the above definition to clearly understand strengths and weaknesses. Without such a definition, most adjustments to the selling team are arbitrary and subjective. By understanding the system's view required for selling effectiveness, organizations can look at indidual sales team members as well as sales team processes and tools and how they align to the buyer.

Second, it allows for more consistent results in performance through the clear establishment of roles regarding who is "in" and who is "out" of professional selling. For example, if it doesn't involve a human agent, it is not within the sales profession -- it's a marketing function with a transaction (i.e., a "sale"). For this definition, sales operations, sales recruiters, and sales trainers are "in" the profession because they possess unique skills outside of their regular job titles. They posses knowledge and skill that is unique to enabling the definition.

Third, the definition lays the foundation for sales talent management/people strategies. With such a definition, sales development employees can create learning solutions that fit the unique aspects of a sales culture. At the same time, front-end recruitment strategies and more clearly tie to retention strategies.

Fourth, it helps organization on exemplary performance. By setting a bar with such a definition, organizations don't have to settle for mediocre sales effectiveness. They can use the definition to help bridge the gap between sales capacity and sales team competency.

Dr. Brian Lambert is a senior analyst for Forrester Research serving Technology Sales Enablement Professionals. He covers the strategy, processes, and execution associated with helping sales team members achieve their desired business outcomes through more effective collaboration and behavior change. Brian researches key challenges associated with sales enablement, including helping sales team member's effectively model customer needs and map solution capabilities to those needs within each sales conversation. He also researches the impact of today's complex and changing business environment on portfolio, marketing, and sales team members as they design; implement; and reinforce training, talent management, leadership development, performance, and adoption strategies needed to improve the skill, expertise, and results of team members.

Brian is a highly sought after world-wide speaker, author, and trainer on sales competency, sales performance, sales process, sales professionalism, sales ethics, and sales process.

Find out about Brian at http://www.forrester.com/rb/analyst/brian_lambert

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Successful Sales Without Selling Your Soul

My business card read, almost like a bad joke, Account Executive. I had never sold anything in my adult life! But here I was with a list of clients waiting for me to call on them.

I just inherited another salesman's territory where he had spent his last 30 years selling radio commercials. He introduced me to each of his customers and walked into the sunset of retirement, perhaps a bit relieved.

I was not relieved. I was scared to death.

So I went to the bookstore and bought every book I could find on the subject of sales. I read like a madman, and to my surprise I discovered something amazing about sales. Sales is not magic.

Most people view sales unlike any other profession. There is a mystery about it and an aura that surrounds it. We refer to great sales people as wizards and rainmakers, modern-day magicians. Sales, however, is not magic.

IF IT'S NOT MAGIC, THEN WHAT IS IT?

Effective selling is about finding the specific steps of action that apply to the customer you are trying to reach and doing those actions over and over and over again.

That is what I discovered about sales, that if I could clearly identify the businesses that were most likely to use my group of radio stations and reached out to them in a consistent, systematic way, I would succeed in sales.

And I did, being the fastest in my company to achieve $250,000 and $1 million in radio revenue.

This is NOT what most small businesses owners experience with sales. The experience of most small business owners is much like a ride at an amusement park, just not as fun. Sales go up and sales go down, with no explicable reason for either.

As their sales rollercoaster twists and turns through their fiscal year, they are left exhausted and despairing never free from those gut wrenching meetings with your sales staff when, after getting bad news from the accountant, you scream, "What can we do to increase sales around here!!!"

THREE SIMPLE STEPS TO GETTING OFF THE SALES ROLLERCOASTER

It's time to get off the sales roller coaster forever. It's time to destroy the myth that sales is magic and replace it with a step-by-step system that even the least sales savvy person can follow. Here's how:

1. Understand each of the five phases of the sales cycle outlined below.

2. Identify the specific steps of action, or best practices, for each of the five phases of the sales cycle that work for your business.

3. Implement your best sales practices consistently and review them rigorously.

FIVE PHASES OF EVERY BUSINESS' SALES CYCLE

PHASE ONE: Contacting

Make a powerful, personal connection with your target customer, the person or business that is the BEST fit for your products and services. Know who they are. Go where they are. Deliver value first. Build rapport. Gain their trust. Great sales are based on great relationships. Start here first. Start here well.

PHASE TWO: Engaging

Conduct a two-way conversation with your target customer. Don't dump on them! Let's be honest. Most sales people are great conversationalists and tend to talk WAY too much. This is not a time for talking; it is a time for listening. Ask relevant questions, dig deeper, and learn. Then tell your story.

PHASE THREE: Demonstrating

In a vivid, personal, emotionally compelling way, show how your small business delivers on its promise without fail. It may be through testimonials, also known as business impact stories, or through a dramatic presentation. Just make it powerful and make it compelling.

PHASE FOUR: Deciding

Everyone needs a little help making that final step of commitment (How else would any of us get married?). Without being manipulative, encourage your target customer to make a decision that is in their best interest. A few simple, honest techniques work wonders here.

PHASE FIVE: Following-through

Do what you said you were going to do every time. Surprise your new customer with extra value they didn't known about (That's called under-promising and over-delivering). Wow them with your service and enjoy a customer for life.

THREE BIG BENEFITS TO GETTING OFF THE SALES ROLLERCOASTER

When you follow the five phases outlined above and implement customized best practices, you will experience three incredible benefits.

First, your revenue flow will become reliable. A hit or miss approach to sales delivers hit or miss results. Sure, you'll still have to work. But a systematic approach to sales brings in revenue on a consistent basis and gets you off the sales roller coaster.

A second benefit is extricating your business from dependence on a sales superstar. Most sales departments have a person who makes most of the sales while others linger in the shadows. Often than person is hard to work with, and a business owner feels held hostage by him. You don't like the tone he brings to your company, but you can't afford to live without the money he brings in.

The impact of fully implementing a step-by-step sales system is that revenue is not dependent on a dynamic personality (that is, a magician). Anyone can do it. Even superstars slip into a slump and have no idea why. Reviewing the system can trigger things in their mind that they may have forgotten to do consistently. In the end, even the superstar will be grateful to you for it!

And the best part is, using this step-by-step system, you'll have a predictive income tool and be able to forecast revenue 30, 60, and 90 days out. Apart from the obvious emotional impact of this benefit, there is an important strategic one as well.

With this predictive income tool in place, you can identify what is NOT selling in advance and fix it before the end of the month when money is tight. By that time you can't do anything about it, except conduct a fire sale and undermine your value.

Sales forecasting based on a customized sales cycle, however, allows you to look into the future, predict, at least in part, what is happening in the marketplace, and respond appropriately BEFORE it's too late to do anything meaningful about it.

Three steps, five phases, and three benefits. Now get off that roller coaster forever!

Do you own your own business or does it own you? Discover the difference with The Business Fitness System from Bill Zipp, President of Leadership Link. Bill is a seasoned small business specialist whose proven program provides a step-by-step plan for building a strong, self-sustaining small business. For a FREE Special Report, The 3 Biggest Killers of Small Businesses Today (And What YOU Can Do About Them!) visit http://www.LeadershipLink.net

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How a Sales Training Course Was Developed to Give a Whole Team Selling Success

How a sales training course, with some unique techniques, was developed to give each member of an average team an effective process and selling success.

The new sales manager was introduced to the existing team at their monthly meeting. The team of 15 field sales people were a mixed bag of industry veterans that had been around forever, and younger people who had moved into selling from other parts of the company. There were a couple of salesmen and women that had sold in other markets, and some with C.V.s that showed a long a list of selling related roles such as account management and company representatives.

After the introductions the new manager wanted to get a feel for the level of sales skills the team had. In a conversational style, the manager asked questions that would highlight the team's knowledge and experience. The idea was to assess their sales skills and the manager would then provide the sales training courses that would increase each individual's sales results and make the team successful.

After asking questions and discussing the sales process that each of the team used, the manager discovered the following:

Very few of the sales team had an effective sales process that took the prospect from first contact to closing the sale. One of the more mature team members said they had received only one sales training course in their 20 years with the company.

Each sales person on the team had one way of selling, and their lack of sales skills meant there was no flexibility in their sales pitches. If what they did didn't work they lost the sale, and then blamed the company, the product, or even the prospect.

Sales introductions focused on telling the prospect that they would try to offer them a cheaper deal than the one they currently had. Sales questions were poor and did not highlight real customer needs. They established the details of what the customer currently had, but not what they really wanted.

All the sales presentations were based on price. The aim of all the sales presentations to prospects was to beat the current supplier's and the competitor's prices. Despite the team's many years in sales they had not had effective sales training on how to sell to a prospect's needs. The team talked about features and benefits but didn't know how to use them to sell.

Sales objections were answered with prepared replies that came from their own experience and they had no real process for dealing with objections.

You would expect the sales manager to have been surprised, and disappointed, at his new team's lack of sales ability. Here was a team of people who had been in sales for many years but did not know or understand the sales process. You might think the manager would feel there was a massive uphill struggle ahead to turn this team into consistent target achievers. But the experienced manager had seen it all before. It's an unfortunate fact that many people in sales have not had the benefit of effective training. There are sales teams around the world in exactly the same situation as this one. Some have had sales training, but it either hasn't worked or they haven't taken the techniques on board. Others haven't received sales training. Many sales people don't know what they don't know, they are unconsciously incompetent. It isn't their fault and it can quickly be fixed.

Instead of feeling negative about the new team the manager used a sales training course that covered all the sales skills needed to build a successful selling process. The course used a step by step guide so that all sales people could learn, and fully understand, the professional sales skills presented. What made the course different was a unique set of exercises that helped each person to build their own successful selling process one stage at a time.

It started with a sales introduction, that grabbed the prospect's attention, and then used special motivation techniques to move them through to the next stage, sales questions. The clear instructions, and unique exercise program, showed every person on the team how to structure their sales questioning to get all the prospect's real needs. Then the sales presentation section used a technique that really explains features and benefits, and how to use them for selling success. The sales presentation gently led into an easy closing technique, which meant there was no need to use trick closes or hard sell techniques. One of the most effective parts of the sales training course was the sales objection section. A four step process that was easy to use in real sales situations.

The sales training course worked so well because it had been developed by the sales manager while training and coaching real sales people in the field. These were not complicated classroom sales skills, which had obviously not worked with many of the team in the past. This was sales training that had been developed and proven with working sales people, selling to real buyers, and each individual on the team used the course content to achieve selling success. The result was that each team member had an effective sales process, in their own words, and unique to their products and services.

You can have the same sales training course that was used to transform the very average sales team and turn each individual into a successful, highly skilled, professional seller. The Selling Success Workbook Training Course has been the basis for corporate sales courses and individual training programs. I know because I developed it, and I have used it throughout my career as a successful sales manager and trainer. I'm Stephen Craine, and you can have the complete Selling Success course and start using it today. You can see more information on the training course, and then decide to buy it, at my website http://www.sales-training-sales-tips.com/sales-training-course.html

Selling Success Using a Sales Process is only published by the website http://www.sales-training-sales-tips.com

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