A Tire-Buying Experience

by Jacques Werth

It rained here last Friday and, while driving home from the office, my car was losing traction on the wet roads. (…)

High Probability Selling Mastery Programs for Graduates

This coaching program is designed specifically for HPS graduates and is based on what they have told us they want. (…)

Why Sales Training Doesn't Work

by Jacques Werth

Why is it that most people who attend sales training courses and seminars show very little sustained improvement? (…)

Change Your Commitments and Change Your Life

by Jacques Werth

Last week I got a call from "Mark" who has been a financial services professional for 12 years.  He said he works far too hard for the $80,000 he earns.  My response was, "What are you committed to? (…)

Popular Doesn't Necessarily Equal Best - or Even Good

by Paul Bunn
If everyone is thinking alike, somebody isn't thinking.     - George S. (…)

How Successful People Make Decisions

by Carl Ingalls and Paul Bunn
A colleague here in our office recently shared the following strategy for succeeding in business:
“If you want to be successful in business, do business with successful people.”
How we communicate with them is a significant element of that strategy. (…)

So You Think You Lost the Sale?

Losing a sale is something that we've all experienced.  Sometimes it feels like the prospect's mind seemed to change for no apparent reason, sometimes you had a sense that there was something negative in the mind of your prospect, but you just couldn't figure it out. (…)

Six Reasons Top Salespeople Disqualify a “Hot Prospect”

Most top producers increase their sales by disqualifying low probability prospects.  These are prospects that initially looked "hot", however, by asking the right questions, it becomes obvious that the prospect is not ready to buy, now.   Top producers know that there is a far better likelihood of winning the sale if they leave early and then come back when the prospect is ready to buy.  It is a matter of the best utilization of your time, money and efforts.  Here are some examples:
1.  The prospect told you that he/she is the sole decision maker. (…)

Consultative Selling is Obsolete

Jacques Werth
High Probability Selling
Consultative Selling and all of its relatives such as SPIN Selling, Solution Selling, Strategic Selling, Customer Focused Selling, Buying Facilitation, etc. (…)

How Top Salespeople Maintain Their Dignity and Self-Respect

Jacques Werth
High Probability Selling
Prospects and customers, no matter their titles or status, are people like you and me.  We all have a very strong preference for dealing with people that we respect. 
The degree in which a prospect feels respect for the salesperson is extremely important.  It is almost as important as their trust in the salesperson.  We don’t really know whether it is a deliberate behavior of top salespeople to maintain their dignity and self-respect, or whether it is a character trait.  Either way, it is very important to adopt that attitude and learn that attitude and behavior if you want to become a top producer. (…)

Are You New to NLP?

 
Jacques Werth
High Probability Selling
A software salesperson related the following story about one of his recent sales appointments. 
“I went into a meeting with a prospect in his office, and our conversation started with him asking, ‘Tell me again what your software does.”

As he spoke I noticed the prospect, whose elbows had been on the arms of his chair, was moving his hands down alongside the arms of his chair. (…)

I Just Learned a New Business Principle

 
By Paul Bunn
High Probability Selling
During lunch today, I went to my optometrist in an attempt to get my classes repaired.  It was a minor repair.  I could have done the work once I purchased the parts.  The only problem was that my optometrist’s business is set up to facilitate the purchase of new glasses. 
Customers that want repairs or parts, no matter how minor, are directed to the department that sells frames and lenses.  I waited for about 30 minutes, anxiously waiting for someone to assist me.  Nothing happened. 

I don’t necessarily blame the salespeople.  After all, why handle a minor repair job when a much more immediately lucrative set of glasses might be sold?  And they were just following the owners’ business model.  And I clearly didn’t fit their model. 
And that model has a flaw.  The awareness of what customers, in my case existing long-term customers, want…other than selling a new pair of glasses to us every year or so…was somehow overlooked. (…)