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Old-style sales training frustrates modern salespeople. Switch to micro – it’s what they want

Our Sales training approach

What’s unique about our micro-training?

  • fast
  • focused
  • credible
  • proven

Shorter is better

Research shows that our 5- to 7-minutes videos are ideal for today’s learners. Any longer, they get interrupted, or distracted… and bail.

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Less is more

Studies show that knowledge retention increases when sales reps learn one skill, master it, then move on to the next skill.

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Research is a powerful motivator

All Rapid Learning videos are driven by studies on the psychology of sales. What behaviors make great reps so persuasive? Our research will show you.

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Now you can validate your program’s success

Rapid Learning’s Success Managers can help you track behavior change and prove that micro-training changed the behaviors that change results.

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A collection of tactical sales videos.

Our sales training library

  • Referrals

    The ‘Other’ Referral: Why it’s Valuable, How to get it, and What to do with it

    It’s no secret that referrals are incredibly valuable prospects that can turn into high-value buyers -- and you should never miss the opportunity to ask your customers for them. But even experienced sales people forget to ask for 'the other' referrals. Who are these 'other referrals' and why are they so valuable? They may not look especially promising. They may not have much budget. They may not even have a need for what you sell. Yet they’re still extraordinarily important. In this Quick Take you will learn the second type of referral you should always ask for, the key question to ask to discover this high-value referral and how to approach this referral in a way that’s almost guaranteed to connect.

    How Buyers Benefit From Giving You a Referral

    Studies show that referrals are much more likely to turn into sales than cold contacts - according to one estimate, 180 times more likely! And referred customers are almost 20 percent more likely to stick with you than other buyers. Yet, evidence shows that as few as 11 percent of salespeople actually ask for a referral. So what’s holding everyone else back? In this Quick Take, you will learn why people are willing to help others even when there’s no monetary benefit to them, the flawed assumption we all tend to make about the 'cost of helping' and why your customers gain a powerful personal benefit in recommending you to other buyers.

    Referrals: The Power of Few

    In Sales, you always need to put your time and effort where they’ll yield the best results. And for many salespeople, it’s hard to see the returns when it comes to referrals. Every salesperson knows that referrals are the best leads they’ll ever get. The problem is getting them: No matter how much you ask, customers hardly ever give you a name. So is it even worth the effort? In this Quick Take, you will learn what research says about the true potential of referrals, and why you may be underestimating their value, a key reason why referral efforts fail, and which types of customers are most likely to give you a referral.

    The 'Other' Referral: Why it's Valuable, How to Get It and What to Do With It

  • Account Management
    Account Management

    Growing Existing Accounts: Show Them Something New

    In this Quick Take, you will learn why the service approach to account growth doesn’t work, what does work to grow accounts, and three steps you can use to create win-wins for you and your customer.

    Buyer’s Remorse: Why It Happens and How to Manage It

    When you closed that big sale, your buyer was just as enthusiastic as you were. She was eager to get your solution in place and start reaping the benefits. That was a month ago. Now that you’ve actually delivered, the buyer’s mood seems to have changed. You’re not getting the glowing reviews you expected. She seems less engaged, maybe even disappointed. That wouldn’t be a problem if this were a one-and-done deal. But it’s not. You were hoping to leverage this sale into a long-term relationship. Now you wonder: Is she regretting her purchase already? Will she be as eager to buy from you next time? Will another vendor’s offer seem more new and exciting? Will she advocate you in her organization? Will she recommend you to others? And why did it happen? Did you do or say something to blow the opportunity? In this Quick Take, you will learn the built-in reason people experience a letdown after they’ve made a purchase, why it’s not something you caused – or could prevent, and a simple approach to managing this emotional letdown and keeping your buyer’s enthusiasm high over the long term.

    Angry Customers: The Three R’s for Dealing with Hostility

    Sooner or later, every salesperson faces angry customers. Maybe it was something you did. Maybe somebody else in your organization dropped the ball. Maybe the customer is just being unreasonable. Whatever the reason, you’re the one who has to take the heat. In this Quick Take you will learn the one thing an angry customer wants to hear, why even experienced reps often respond the wrong way to their customers’ anger, and the three R’s that can turn an angry encounter into an opportunity to earn your customer’s loyalty.

    How to Sell a Price Increase

    In this Quick Take you will learn the difference between a high price and a fair price, how buyers determine whether a price is fair, and four guidelines you can use when presenting price hikes.

    Account Retention: Little Signs of Big Trouble

    Why do salespeople so often miss the signs of trouble ahead with existing customers. Researchers at McGill University found that it has to do with our brain's bandwidth and natural tendency to focus on our own role in conversations. Learn a proven approach to avoid this dangerous pitfall.

    Building Customer Loyalty: The Entanglement Strategy

    Course Description: You must keep your customers satisfied to keep them around. But satisfaction doesn’t give you a competitive advantage. Buyers expect it from every supplier. And given a chance, hungry competitors will do everything they can to appear more responsive and helpful than you. In this Quick Take, you will learn why customer satisfaction isn’t the most important factor in keeping customers loyal, the other driver of customer retention – switching costs, and how to create “entangled relationships” to lock in customer loyalty.

    Managing Expectations with Unrealistic Customers: The Reverse Cold Feet Technique

    Every sales person eventually deals with customers who have unrealistic expectations. They underestimate the amount of work required to complete the job, the internal resources they’ll need to support the project, and the time required to get it done. You’re eager to close the deal so you’re reluctant to challenge them too much in the early goings. But having misaligned expectations is a recipe for disaster. This Quick Take will give an approach that can help. You’ll learn how to effectively manage buyers’ expectations, have a tough talk without scaring them off, and get the commitment you need to be successful.

    The Most Dangerous Question in Sales and How to Avoid It

    'How are we doing?' It sounds like a win-win sales question, right? If the customer says you’re doing great, you can give yourself a pat on the back. If not, you can find out what’s wrong so you can fix it. But asking 'How are we doing?' can backfire and undermine the relationship you seek to build. In this Quick Take, you’ll learn: Why you shouldn’t ask your customers to judge your performance. Why asking for feedback in the wrong way can damage your relationship with your customer and cost you sales. Three ideas to help get the feedback you need – and build customer satisfaction.

    Customer Retention: The Four Open Doors – How Accounts Become Vulnerable – and How to Keep Them Safe

    It’s easy to overlook an open door. You work hard to manage your accounts and deliver good service. But caught up in the day-to-day details, you might stop noticing all the ways a competitor can break into your business. A competitor can get to your customer in countless ways. And you can’t prevent them all. But you can make it harder for the competition. There are four critical Open Doors in sales – points of entry that are most likely to leave accounts vulnerable. In this Quick Take we will explain how to make sure those doors are locked tight.

    Customer Engagement: Why YOU Need to Drive It

    Customers sometimes send signals that they’re no longer interested in doing business with you. They stop returning your calls, they cut their spending, and generally seem indifferent about your products and services. It’s human nature to think, “I see the handwriting on the wall; I’d be better off using my time to find another buyer.” But if you react this way, you risk turning good buyers into walking-dead accounts. In this Quick Take, you’ll learn the results of a Wharton study that reveals which customers are most – and least – likely to leave, a common but deadly mistake that leads salespeople to disengage from buyers and a simple mantra that will ensure you never lose a customer through disengagement.

    Angry Customers: The Three R’s for Dealing with Hostility

  • Loyalty & Retention
    Loyalty & Retention

    How to Sell a Price Increase

    In this Quick Take you will learn the difference between a high price and a fair price, how buyers determine whether a price is fair, and four guidelines you can use when presenting price hikes.

    Account Retention: Little Signs of Big Trouble

    Customers are like icebergs. You only see about 5 percent of what they’re really thinking. Maybe they think you’ll take advantage of them if they’re too open. Maybe they’re talking to other vendors and don’t want you to know about it. Maybe they just want to avoid confrontation. Whatever the reasons, these hidden objections can sink an account. In this Quick Take, you’ll learn how to identify 'conversational icebergs' -- seemingly minor remarks from customers that could signal a coming disaster, three reasons why you might not see the danger and a simple technique to uncover account problems even when there’s no sign of trouble.

    Customer Retention: The Four Open Doors – How Accounts Become Vulnerable – and How to Keep Them Safe

    It’s easy to overlook an open door. You work hard to manage your accounts and deliver good service. But caught up in the day-to-day details, you might stop noticing all the ways a competitor can break into your business. A competitor can get to your customer in countless ways. And you can’t prevent them all. But you can make it harder for the competition. There are four critical Open Doors in sales – points of entry that are most likely to leave accounts vulnerable. In this Quick Take we will explain how to make sure those doors are locked tight.

    Customer Engagement: Why YOU Need to Drive It

    Customers sometimes send signals that they’re no longer interested in doing business with you. They stop returning your calls, they cut their spending, and generally seem indifferent about your products and services. It’s human nature to think, 'I see the handwriting on the wall; I’d be better off using my time to find another buyer.' But if you react this way, you risk turning good buyers into walking-dead accounts. In this Quick Take, you’ll learn the results of a Wharton study that reveals which customers are most – and least – likely to leave, a common but deadly mistake that leads salespeople to disengage from buyers and a simple mantra that will ensure you never lose a customer through disengagement.

    Building Customer Loyalty: The Entanglement Strategy

    You must keep your customers satisfied to keep them around. But satisfaction doesn’t give you a competitive advantage. Buyers expect it from every supplier. And given a chance, hungry competitors will do everything they can to appear more responsive and helpful than you. In this Quick Take, you will learn why customer satisfaction isn’t the most important factor in keeping customers loyal, the other driver of customer retention – switching costs, and how to create 'entangled relationships' to lock in customer loyalty.

    How to Sell a Price Increase

  • Sales Managers
    Sales Managers

    Business Development: The Activity Fallacy

    Every sales manager faces periods when results just aren't what you need them to be. A big customer leaves. Your market hits a slump. A new competitor shows up. Suddenly you’re scrambling to make your numbers. And if you don’t make the right moves, you could find yourself making a bad situation worse. In this Quick Take you will learn why increased sales activity isn't always a good thing, the impact of increased activity on the size and profitability of sales, and metrics that will help your reps stay focused on their best opportunities in good times and bad.

    Sales Leadership Credibility Part 1: The ‘Confidence Base’

    What does it take to be a credible sales leader? Is it charisma? Raw intelligence? Some intangible trait that some people are born with and others are not? The fact is, credibility often boils down to one key factor. In this program you’ll discover what that is and learn: Why 'leadership skill' is NOT what gets people promoted into management, the number one source of credibility for sales leaders, the key to increasing, and sustaining, your credibility as a leader and just how fragile credibility can be.

    Why Praise Can Backfire – And How to Do It Right

    Experts tell us that we should deliver praise to our employees as often as possible. Recognition is one of the most powerful tools available to improve productivity, moral and loyalty. But giving praise isn’t as simply as it seems. Delivering it the wrong way at the wrong time can actually serve to de-motivate workers. In this Quick Take you will learn: 1) Examples of situations where 'praise' isn’t about praising at all, 2) An especially dangerous misuse of praise that could erode your credibility as a manager and, 3) The secret to ensuring that praise delivers the motivational message you intend it to.

    The ABC Method: Handling a Bad Attitude

    In every organization you have a few people with really BAD attitudes. The guy who has trouble dealing with authority … the woman who shows up late all the time … or the average performers who put in minimal effort but continually complain about their mediocre pay and lack of advancement. You could just terminate these employees. But let’s assume they’ve got skills you need and you decide they’re worth saving. This training module will show how to confront 'bad-attitude' employees the right way, and maximize the odds that they’ll change themselves and become better team players.

    Coaching Reps Through a Slump – the Power of Explanatory Styles

    Salespeople have at least one thing in common with pro baseball players. Slumps. All major leaguers – even .300 hitters – go through extended periods where they can’t get a hit. Pressure builds. Confidence erodes. As a sales manager, your job is to coach reps out of their slumps. But the problem is deeply psychological and you’re no psychologist. So how do you do it? In this Quick Take, you will learn why failing reps literally talk themselves into failing, how managers can use the theory of “explanatory styles” to turn failure into success and the L.E.A.D. Model for helping reps bust out of a slump.

    How to Conduct Effective Exit Interviews: A Technique for Finding the REAL Reason Employees Leave

    Reflect back on some exit interviews you’ve conducted. When the person walked out of the room, were you ever thinking: I still don’t have a clue why the person REALLY left and that was a complete waste of time. Clearly, that’s not your goal. You’d like your exit interviews to reveal useful information you can use to improve your company and your retention rates. In this Quick Take, you’ll learn: The one type of employee that will give you the most useful info. The #1 obstacle to getting meaningful input. And, a simple questioning technique that will transform the way you conduct exit interviews and get far superior results.

    Handling Online Leads: The Five-Minute Window

    It’s inevitable: For most companies, more and more business will be coming from online leads. And yet many companies are struggling to make these leads pay. The question is, what can you do as a sales leader to maximize the value of this increasingly important lead source? In this Quick Take, you will learn the results of a study that show why online leads are so different from other leads, three techniques for managing online leads that can vastly increase their value, the 'Taco Stand' rule – a key concept that will help your sales force connect with more online leads and how to align your sales force to succeed with online leads.

    Salary Talk: How to Discuss Pay So Employees Feel They’re Treated Fairly

    Most managers hate discussing salary with employees because money is such an emotional topic. When the manager and the employee have different ideas about what’s “fair”, salary review meetings can quickly go south. Fortunately, there’s a way to talk about money without the drama, tension or destructive emotions. The secrets to mastering salary discussions are covered in this program.

    A Four-Point Model for Leading High-Performance Teams

    There is one thing all successful leaders “get” that failed leaders don’t. They know they can’t achieve breakthrough organizational results by themselves. That wisdom is often hard-earned because most leaders started their careers as individual high performers who moved mountains all alone. But they figured out at some point that the key to their success as a leader was their team. But not just any team. They needed an A-Team. This program will give you a proven 4-point model for building and maintaining a high-performance team that consistently delivers extraordinary results.

    The Power of Predictability

    The #1 job of the human brain is to predict what will happen, so that we can be prepared. But managers can unintentionally create a work environment where unpredictability reigns. When that happens, employees feel stressed, anxious and demotivated. In this Quick Take you will learn how the brain creates 'predictive models' that are designed to tell us what’s going to happen, why we feel good when our predictions are right – and bad when they’re wrong and how you can use the principle of predictability to create a more productive and positive work environment for your people.

    The Triangle: How to evaluate the success of sales contests

    Sales contests can be a great way to motivate your sales team. But when you considered all of the effort and cost, are contests really worth it? Maybe. Maybe not. The only way to tell is to conduct a proper ROI analysis. And that's where so many sales managers fall short. In this Quick Take you will learn: Why the most common metric for sales contests often underestimates true ROI, the importance of 'The Triangle' that can make or break a contest’s effectiveness, and the best way to accurately measure a contest’s success or failure.

    Sales Leadership Credibility Part II: The Fallibility Paradox

    Leadership credibility takes a long time to build but can be destroyed in seconds. The question is, how and why does it happen? What should sales managers do – and never do – to maintain a strong reputation as a trustworthy, reliable leader? In this Quick Take, you will learn: One of the most common, and most preventable, mistakes sales leaders make that destroys their hard-earned credibility, what we mean by the Fallibility Paradox – and why it’s the key to maintaining credibility over the long-term, and what caused one leadership success story to end in abject failure.

    Sales and the 80-20 Rule

    In this Quick Take you will learn the truth about the 80-20 rule in sales – and what it means for sales managers, where you’re most likely to get big performance increases from your salespeople and how to structure incentives to get the biggest bang for your buck.

    Six Managerial Styles You Need to Lead Effectively

    Some managers limit themselves to a single management style because they’re comfortable with it and because it worked in the past. But relying on just one style can limit your ability to get things done through people. In this Quick Take you’ll learn that great managers master a repertoire of six managerial styles, and know how to deploy the RIGHT style depending on the situation. You’ll also understand why mastering these styles is the key to earning top management respect, achieving results, and – no small thing – getting the promotions that one-trick ponies only dream about.

    New Manager Pitfalls: How to Avoid Them and Succeed in a Leadership Role

    So you just got promoted. You probably got singled out for management because you were a strong performer, a producer who achieved excellent results. Now you’re in charge of a team, and your job is to get OTHER people to be strong performers. But that’s easier said than done. It’s so difficult, in fact, that most people want nothing to do with it. Of those who take the challenge, many underestimate the complexities of management, and fail. In this Quick Take you will learn the steps you must take to get started in the right direction.

    Lead Follow-Up: How Much Is Enough?

    Following up on leads can pose a real dilemma for salespeople. On the one hand, you want to be sure you exhaust every opportunity to convert those prospects into new business. On the other, you don’t want to waste valuable time chasing leads who have no real intention of buying. In this Quick Take, you will learn what a massive research study reveals about how much follow-up it takes to find real buyers, the follow-up 'sweet spot' – the number of calls that yielded the best return on time and effort for most salespeople, how much effort salespeople really devote to follow-up, versus how much effort they think they put in, and how to create an optimal follow-up strategy for your sales team.

    The C.A.R.E.E.R. Model: The Ultimate Retention Strategy for Managers

    Every experienced manager knows the feeling. A valued employee walks into your office and says, 'I found a new job. I’m leaving.' You’re stung. You feel betrayed. And you’re asking yourself, 'Did I do something wrong?' The bad news: You probably did. The good news: In this Quick Take you’ll learn how to keep your good employees on board, energized and loyal.

    Hiring Salespeople: How to Smoke Out Impostors Who Will Get Mediocre Results

    The cost of a bad sales hire is huge. Most obvious are the hard losses – the ads, the interviews, the training, the lost sales, etc. Not so obvious is the damage you do to your credibility as a leader when you repeatedly make hiring mistakes. This Quick Take will show you how to 'smoke out' the impostors who look good on paper and know how to interview, but won’t get the job done. You’ll learn the most dangerous attitude a sales manager can bring to an interview with a job candidate, the preparation oversight that gives Impostors an opening and how to ask questions that will expose Impostors every time.

    Why 80% of Sales Training Doesn’t Stick

    This Quick Take will show you the number one reason why star sales managers get extraordinary results from their sales reps. If you often feel that you’re constantly drilling your reps on time-tested selling techniques, but that your message just isn’t sinking in, the reason is that you’re not following the simple practice outlined in this program. Less than seven minutes from now, you’ll know the secret, and it will transform the way you train your sales force.

    Handling Disruptive Star Performers: How to Tame a Tiger

    Every sales team has its superstars. They are often the most valuable members of your team – and often times they know it. You love the results they deliver but their 'prima donna' attitude can be a serious disruption to everyone around them. Fortunately there is a way to keep them in check. In this Quick take you will learn a common response to a disruptive star performer – which fails miserably every time, an often-overlooked fact about stars that gives you far more power than you might think, and the S.T.O.P. Model for getting disruptive tigers to change bad behavior without driving them away – or turning them into pussycats.

    Performance Talk: Conversations That Get Your People to Goal

    Too many managers and supervisors fail to deliver “performance talks” to their workers as often or as effectively as they should. Why? They either see such talks as low priority or they avoid them because giving performance feedback can be uncomfortable. The good news is, managers and supervisors can develop the skills and confidence needed to deliver on-target performance talks that get results. This training program will show them how to get it done.

    Sales Compensation: Get and Keep Top Talent …Without Breaking the Bank

    It’s always a challenge to strike just the right balance in your sales compensation plan. You want to attract top performers – but there’s only so much money to go around. So how do you spend it wisely? How do you know whether you’re paying reps too much, too little, or just enough? In this Quick Take, you’ll learn: A technique to optimize your commission structure to get the results you need, how to head off the greatest pitfall of changing your comp plan, and the key trap that promotes mediocre sales results.

    How to Get More Reps Selling Like Your Top Reps

    In this Quick Take, you will learn why it’s so hard for experts to explain what they do to non-experts, why it’s better to focus on teaching behaviors rather than knowledge or insights, and a new way to use role plays in sales training – and why it works better than the way you’re probably using now.

    Coaching: How to help reps bounce back after a failure

  • Prospecting

    Why You Miss Your Goals and How to Start Hitting Them

    Setting goals is easy. Achieving them is a lot harder. But there's a simple technique that can vastly improve your odds of hitting them. In this Quick Take you will learn why strong enthusiasm for achieving clearly defined goals isn't enough, the difference between 'goal intentions' and 'implementation intentions' and the results of a research study that show how to vastly increase goal achievement.

    The Secret to Getting Past Gatekeepers

    It would be nice if you could just pick up the phone or drop by an office and reach key decision makers at prospect companies. But that’s not the way it goes. More often than not, you find yourself dealing with a gatekeeper … someone who is very protective of the boss’s time and trained to screen out unwanted sales calls. Every once in a while you can use your charm to navigate your way past gatekeepers, but when faced with a real professional, friendly chit-chat and small talk won’t get you anywhere. This Quick Take will give you the insights you need to work through the most tenacious gatekeepers. You’ll learn the #1 mistake most sales people make when faced with gatekeepers, the one skill gatekeepers take the greatest pride in and the thing that gatekeepers fear most – and how to use it to your advantage.

    Overcoming Call Reluctance

    These days, there are lots of new ways to reach out to prospects. But to establish a connection, qualify a customer and win share of mind, nothing replaces an actual person-to-person phone call. The problem is, most sales professional suffer from call reluctance that limits their effectiveness. In this Quick Take, you will learn the psychological basis of call reluctance, why traditional approaches to dealing with it often backfire and steps you can take to overcome it

    Prospecting : A Simple Way to Find Your Best Leads – Without Cold Calling

    So many prospects, so little time. For most salespeople, the biggest challenge in prospecting is finding ways to spend more time in front of qualified prospects and less time hunting them down. In this Quick Take you will learn a prospecting technique that helps you quickly generate warm leads that are more likely to lead to a sale - even when you don't know a soul in the organization you're targeting. You'll learn who to start with, what to say (hint, it isn't about your product and service), and why it's a good thing that most of the people you reach out to will ignore you.

    Prospecting: How to Get Buyers to Hear Your Message

    In prospecting, the first and biggest challenge that every salesperson faces is getting people to pay attention. Prospects seem to have a bulletproof armor that deflects even the most compelling sales propositions. In this Quick Take, you will learn the concept of 'buying schema' - a key reason why prospects tune out your message, when it's a good idea not to meet buyers' expectations and how to get buyers to really listen to what you're saying.

    Cold Calling: Nail the First 20 Seconds

    Cold-call reluctance plagues many salespeople. That’s no surprise, because when you do cold-calling the wrong way you get repeatedly rejected, which takes a huge toll on morale. The good news is that there’s a right way to cold call that dramatically reduces the likelihood that you’ll be rejected, which means you’ll make more calls, keep the sales funnel full, and close more deals. The key: It’s all in the way you handle the first 20 seconds of the call. In just nine minutes, this Quick Take will show you a proven technique that’ll turn your attitude about cold-calling on its head.

    Why Smart Lead Follow-Up Could Yield 12 Times More Sales (Rule of 45)

    The sales team is meeting with the marketing department and tempers are flaring. One salesperson, Rebecca, says, “You’re giving us lousy leads. Last month I got 100 leads and only made two sales.” The marketing team is thinking, “If you were a better salesperson, you’d have closed more of those leads.” So who’s right? Sales, who says the leads are bad? Or Marketing, who says the salespeople can’t close? In this Quick Take, you’ll learn the “Rule of 45” – a research-based insight about sales leads that could make you rethink your approach to selling, why the notion that leads “go stale” often causes reps to lose sales, and why diligent follow up could land you far more prospects than you’d ever imagined.

    Time Management for Sales: The Golden Hours

    Why is it that two sales people dedicating the same amount of time and energy to prospecting can generate completely different results? Is one rep just better? Maybe, but not always. The rep that’s producing better numbers may just know how to use his “Golden Hours.” In this Quick Take, you’ll learn what Golden Hours are – and how they can help you sell more in less time, how to create a “time optimization plan” that will help you manage your selling time more effectively, and how to overcome the critical obstacle that keeps reps from maximizing their Golden Hours.

    When the Prospect Says No: How to Make an Effective Second Sales Effort

    You’ve probably heard the statistics: More than 80% of sales are made after the fifth attempt. And yet 90% of salespeople never get that far. When they hear a no, they simply give up. In this Quick Take, you will learn: A four-step approach to second-effort selling that isn’t offensive or pushy, why you shouldn’t take a buyer’s first refusal at face value, why it’s always worth your time to try again, and the one thing you should never say during a second effort – even though you’ll want to.

    Reaching the C-Suite: The Down-Side-Up Approach

    The toughest buyer to reach is usually the one at the top – the CEO or other C-level buyer. In this Quick Take, you’ll learn the Down-Side-Up approach that can get you that meeting with the C-level buyer – even when your front-line buyer seems to be blocking the way. You’ll also learn how this approach can open up new sales opportunities throughout the organization, and what to say in the meeting that will make the C-level exec sit up and listen.

    Why You Miss Your Goals and How to Start Hitting Them

  • Discovery & Qualifying
    Discovery & Qualifying

    Qualifying: How “Confirmation Bias” Skews Your Judgment of Who Will Buy

    In this Quick Take, you will learn the mental pitfall that can blind your judgment about whether a prospect is qualified, why traditional qualifying methodologies like BANT or ANUM may not help you avoid this pitfall, and a new way to apply these methodologies that can improve the accuracy of your qualifying efforts.

    Why a Lean Pipeline Maximizes Sales

    There's no question that you need to pay attention to your sales pipeline. If you're not feeding it on the front end, your sales will dry up on the back end. So t's reasonable to think that the more prospects you put in, the more sales you'll have coming out, right? In this Quick Take, you will learn, why more leads in the front of your pipeline can result in fewer sales on the back end, the one thing you can do to ensure that your sales pipeline is healthy, and why the questions you ask on the front end of the sales process can have a huge impact on how many sales you get on the back end.

    How to Ask Awkward Questions

    In this Quick Take, you will learn, why salespeople avoid awkward questions, what research says about the willingness of people to disclose uncomfortable information about themselves and the best way to structure your questions to avoid resistance.

    How Many Customer Problems Do You Need to Dig Up?

    Salespeople are trained to uncover buyers’ needs – both needs they’re well aware of, and needs they haven’t yet clearly formulated in their own minds. In this Quick Take, you will learn why you need to keep digging – even after you’ve identified the buyer’s problem, how multiple problems lead to more sales, and how many problems you should try to surface to maximize your chance of success.

    Sales Discovery: Why You Must Ask About Change

    Some salespeople seem to fish in better waters. Whether they're prospecting for new business or trying to grow their existing accounts, they manage to uncover more sales opportunities. Sometimes even their buyers are surprised by what they discover. They seem to have a knack for identifying problems and challenges buyers didn’t even know they had. So what do these salespeople do differently? In this Quick Take, you will learn why asking only about customer’s “needs” may lead you to overlook sales opportunities, the three levels of change that drive sales – and which one is likely to yield the best sales opportunities for you, how to conduct a sales discovery conversation that can help you identify WHERE and WHEN these opportunities are likely to arise.

    Discovery: The Five Whys Technique to Uncover Hidden Customer Needs

    How can you dig deeper and find out what’s really important to your customer? How can you identify problems that buyers themselves may not even be aware of? How can you find the one critical need that your competitors overlook? In this Quick Take, you’ll learn the Five Whys Technique -- a simple yet powerful tool that helps you conduct more effective discovery and find the buyer’s pain.

    Stupid Questions: A Smart Selling Strategy

    Experience is a great asset in sales. But it can also be a liability. Seasoned sales people can get so comfortable with what they do, they fall into the trap of making assumptions about the customer’s needs. In this Quick Take, you will learn: The secret behind 'beginner’s luck,' what inexperienced sales reps do that experienced reps sometimes overlook, how to separate “stupid questions” that should be avoided from ones that can enhance your credibility, and the smartest stupid question of all.

    Why Buyers Hold Back – and How to Get Them to Open Up

    Many salespeople face the same problem: a buyer who’s holding back – and isn’t willing to tell the salesperson why. In this Quick Take, you will learn the most common and powerful reason buyers hold back critical information, what buyers are risking when they reveal their true motivations, and a 4-step 'conversational roadmap' that can get help you get buyers to be straight with you.

    Why a Lean Pipeline Maximizes Sales

  • Presentations & Communication
    Presentations & Communication

    Reactance: Why Buyers Feel Pressured – and Why They Push Back

    In this Quick Take, you’ll learn the psychological phenomenon called reactance – and how you might trigger it inadvertently, why buyers react so strongly – and often irrationally – when you advocate for a particular solution; and how to present your recommendations in a way that makes buyers more willing to accept them.

    The Science Behind Storytelling in Sales

    In this Quick Take, you will learn how a good story affects both the psychology and the physiology of listeners, where straight-up presentations of fact often fall short, and the simple, scientifically proven story elements you can use to make sure your stories hit home.

    The Secret to Selling CEOs

    Presenting to CEOs is a challenge for even experienced sales professionals. CEOs speak a different language, think about business in a unique way and have very little time to deal with sales people who don’t instantly grab their attention. This Quick Take will uncover the secrets to winning the confidence of CEOs. You’ll learn what makes them tick, how to avoid the biggest mistakes that make them tune you out and techniques to earn their endorsement … and the sale.

    How to Deliver Good News—and Not So Good News—to Buyers

    You’re working on a major sale. And you have some good news and bad news for your prospect. On the plus side, the feedback from the pilot program was overwhelmingly positive. And you can deliver everything at a lower cost than expected. On the downside, you won’t be able to meet their aggressive target date for deployment. And they’re going to have to change their internal processes, creating a difficult learning curve for their people. In this Quick Take, you will learn how buyers perceive “serial gains” and “serial losses” differently, why a series of similar events creates a powerful impact on the mind, the best way to deliver bad news, and the best way to deliver good news.

    Price Resistance: Why Talking About Features and Benefits Can Undermine Your Value Proposition

    Here’s a true story of two sales teams. Both sold the same product. Both called on the same kinds of customers. Both had gone through the same product training. In nearly every respect but one, the teams were identical. Yet one team was getting 30% more price objections than the other. Why? In this Quick Take, you will learn the one thing salespeople do that almost always increases price resistance, why well-intended efforts to 'add value' often backfire, and the right way – and wrong way – to talk to buyers about features and benefits.

    Gaining Commitment: How to Get Buyers to Persuade Themselves

    Some buyers are dissatisfied with the status quo, see an opportunity to improve on it, and want to act right now. Others are less committed. Sure, they’re interested. But they’re not convinced that they need to make a change, much less choose your solution. As salespeople our instinct is to persuade them. To give them hard facts about how our product or service has helped others. To show them what they’re risking if they don’t buy. Or to paint a vivid picture of how they’ll benefit from what we offer. But is that the best approach? Maybe not. In this Quick Take, you will learn two techniques that can help prospects persuade themselves to buy from you, why these techniques have such psychological power, and how to deploy them in real sales situations.

    Anchoring: The Surprising Reason Why it Works and Why it’s Not Just About Numbers

    Most salespeople have been exposed to the idea of anchoring: The first number put on the table in a negotiation 'anchors' the negotiations around that price. So if you lead with a high price, the final deal will be larger. If you allow your buyer to lead with a lowball offer, the deal will be smaller. But why does this work? In this Quick Take, you will learn why anchoring is more complex than it seems – and why it isn’t about setting expectations, why it isn’t limited to price negotiations, and how to frame proposals in a ways that helps buyers arrive at a favorable decision.

    Framing the Sale: The Power of Loss Aversion

    If you sell a product like home security systems or insurance, fear of loss is obviously a powerful incentive to buy. What’s less obvious is that the fear of losing something -- termed 'loss aversion' by psychologists – can play a key role in just about any sale. In this Quick Take, you will learn the powerful conclusion of a study on loss aversion, the dramatic differences in the ways that people calculate potential benefit versus potential loss and how to add power to your value proposition by reframing it around loss aversion.

    Why Salespeople Just Can’t Shut Up

    As salespeople, we know we make more money when we talk less and listen more. And yet salespeople still talk too much. According to one study, the average salesperson talks over 81 percent of the time in a selling situation. So why do we keep dominating conversations with customers, even when we know we shouldn’t? In this Quick Take, you will learn what scientific research can tell us about why salespeople talk too much, why we talk about ourselves more than we think we do, three simple techniques you can use to overcome the inclination to talk too much and five customer cues that can tell you when it’s time to shut up.

    Communication: How Prospects First Decide Whether to Trust You

    In this Quick Take, you will learn the two factors that determine trust early in relationships, how quickly buyers make decisions about trustworthiness, based on verbal cues that salespeople often trigger unconsciously and the four categories of verbal cues – and how deploying them successfully will make people perceive you as more trustworthy.

    Presenting Features and Benefits: The Power of Three

    Imagine for a moment that you’re explaining to a buyer why your product is the perfect solution for her needs. You tell her that your product is extremely reliable, it’s easy to use, plus it will free up a lot of her time, and it costs 20% less than the competition. Those are compelling benefits. The prospect needs them all. But research says you just caused your buyer to lose faith in you and your product. In this Quick Take you will learn why “benefits overload” can drive a wedge between you and your prospect, one thing you can do to make sure your messages stay positive and persuasive, and why presenting more than three features or benefits at a time can undermine your sales message.

    Effective Sales Conversations: What Does the Research Say?

    A recent research project analyzed millions of recorded sales conversations, using interactive voice recognition and software that can figure out the meaning behind those words. The researchers were trying to discover what kinds of sales conversations resulted in successful outcomes for the call. Are there certain words or phrases, for example, that made buyers more likely to say yes? In this Quick Take, you will learn the results of this analysis, including the critical elements of a sales conversation that are most likely to result in a conversion, the dramatic difference in results between calls that include this language and those that don’t, and how to apply these findings to make your sales calls more effective.

    How and When to Disclose Risk to Prospects

    Nearly every product or service carries some risk. Some of them you must disclose. And even when disclosure isn’t required, it’s usually a good idea, since nothing gets a vendor fired faster than a nasty surprise. But there’s another good reason to talk about risk. Recent research suggests that revealing risk can actually improve your odds of getting the sale – depending on when you do it.

    Resonating Focus: The Key to Creating High-Value Proposals

    Have you ever created what you thought was a bulletproof value proposition for a customer – only to lose the sale? You dig deep to understand the customer’s needs and wants. Your proposal covers all the bases. And yet you walk away empty-handed. It’s happened to us all, and there’s a reason: We misread the prospect’s 'resonating focus.' In this Quick Take, you will learn the counterintuitive concept of Resonating Focus – a way to increase value to your customer by subtracting benefits, how to use Resonating Focus to create value propositions for your customers, and how to focus your discovery process on what really matters most.

    Communication: Getting Your Buyer to See the Light

    There are lots of times when customers are dead wrong. If it doesn’t affect your sale, of course, you can decide whether to set them straight or not. But sometimes you have no choice. If a customer’s ignorance interferes with your ability to sell, how do you enlighten them? In this QT you will learn the best way to communicate hard truths to buyers, how to present evidence in a way that’s less likely to lead to a debate, and why we communicate better when we speak in the brain’s 'native language'.

    Presentation Disasters: How to Head Them Off Before They Happen

    Every salesperson can think of a time when a sales presentation went terribly, horribly wrong. In this program you’ll meet three sales people who find themselves on the brink of presentation disaster. You’ll see how they got there, how they could have avoided it, and how they can still turn things around and win the sale. You’ll also learn a different approach that gets buyers engaged and moves them toward a buying decision.

    Avoiding the “Yes Trap”: Building Trust with Prospects and Customers

    You can offer the highest value, the lowest price, the best service. None of it matters unless you first win your customer’s trust. But trust takes time – time you don’t always have … and that’s what leads many sales people into the 'Yes Trap' – and it crushes their credibility. In this Quick Take, you’ll learn what the 'Yes Trap' is, why it snares so many salespeople, and a counterintuitive technique to avoid it and instantly build trust and credibility

    Connecting With Buyers: Sell More By Selling Less

    It’s tempting to barrage prospects with a detailed list of every wonderful feature and benefit your product delivers. Fact is, however, this approach can quickly kill your chances of making the sale. In this Quick Take you’ll learn how to avoid this common trap and find out what we mean by 'sell a tree, not the forest.' You’ll also discover the four rules of selling more by selling less and a key mistake that can undermine a high-potential sale.

    Sales Myopia: The Critical Oversight That Can Cost You Sales

    Having a strong belief in the product or service you sell can win you a lot of customers. Buyers are more likely to trust you and move forward with confidence when they see that you’re knowledgeable and enthusiastic. But beware. Being too charged up about what you sell can lead to sales myopia … and it could cost you a lot of business. What is sales myopia? It’s when you get so close to your product, service or sale that you can’t see anything else, including an understanding of what the customer truly needs. In this Quick Take, you’ll learn the critical selling error that causes short-sighted salespeople to lose accounts, three key questions that can help you avoid sales myopia and how to win more sales by looking at your product or service from your customer’s point of view.

    How to Win at High-Stakes Sales

    Research shows that buyers make high-stakes decision differently than ordinary purchases. That means salespeople need to approach them differently as well. In this Quick Take you will learn why buyers making high-stakes decisions aren’t necessarily looking for the best product or best price, the single issue that trumps all others in a high-stakes sale, and how to craft a sales presentation or proposal that highlights that single issue.

    Why Salespeople Just Can't Shut Up

  • Handling Objections
    Handling Objections

    How to Turn Shortcomings Into Strengths

    In this Quick Take, you will learn why trying to “rebut” an objection diminishes perceived value, why “Yes, because” often works better than “Yes, but” and how to frame shortcomings in a way that actually adds value to what you sell.

    How to Handle “Deal-Breaker” Objections

    In this Quick Take, you will learn what to do when you’re facing a potential deal-breaker objection, why traditional approaches to handling objections can backfire in these situations, and what happens in buyers’ minds when you ask them to defer judgment.

    How to Beat Your Toughest Competitor: The Status Quo

    It’s hard to sell against the status quo. You can’t do it simply by offering something better. In fact, a study published in Harvard Business Review found that buyers are likely to stick with the status quo even when it’s clearly NOT the best option. In this Quick Take you will learn what makes the status quo option so hard to overcome, why traditional approaches to motivate buyers to change can backfire, and how you can help stuck buyers get unstuck.

    How to Unseat an Entrenched Competitor

    We’ve all faced prospects who tell us, 'I’m happy with my current vendor.' But are they really happy or are they just reluctant to hear your pitch because they believe changing vendors will be a hassle? In many cases, entrenched competitors have a huge advantage over you for no other reason other than prospect inertia – the desire not to move because moving requires energy. But top sales people don’t let this stop them from getting a foot in the door. They’ve discovered the secret we’ll reveal in this Quick Take program.

    The Commodity Copout

    Too many sales reps fall back on the 'commodity copout' when a sale isn’t going the way they want. They argue, 'Our product is a commodity and we have to lower our price to win the business.' Truth is, your product isn’t a true commodity and the buyer knows it. In this Quick Take, you’ll learn: why salespeople buy into the commodity copout, how the commodity copout sabotages sales, and the best way to differentiate your products and services and get the price you deserve.

    Overcoming Purchase Anxiety: How to Close Buyers Who Just Can’t Make a Decision

    You’ve addressed every objection, outlasted every competitor and explored every need. Now the moment has arrived. You ask for the sale. Your customer looks nervous, hesitates and finally says, 'I need some more time to think about it.' Sound familiar? This is called Purchase Anxiety and it can stop a sale dead in its tracks. In this Quick Take, you will learn: Which questions are likely to INCREASE your buyer’s anxiety; the number-one pitfall to avoid when facing a buyer with purchase anxiety; and the four rules that will help you defuse purchase anxiety.

    Turning Objections into Objectives

    You've just finished making your pitch and the prospect serves up an objection. Your gut reaction is to respond with a counter argument. Stop right there. That instinct might cost you the sale. Fortunately, there is a way to respond in a way that turns the objection into an objective you and your customer can work on together -- and potentially net you a sale in the process. In this Quick Take, you will learn a simple technique that can help you deal with the toughest objections without being offensive, pushy or argumentative.

    How to Unseat an Entrenched Competitor

  • Relationship Building
    Relationship Building

    What Science Says About Giving Gifts to Buyers

    In this Quick Take, you will learn why giving a gift isn’t about trying to “buy” the customer’s business, when to give a gift and when not to, and why it really is “the thought that counts” and not the size of the gift that matters.

    Body Language That Builds Trust With New Prospects

    In this Quick Take, you will learn what’s wrong with the conventional wisdom about body language and trust, what your body language may be telling buyers, and how to align your thinking and behavior to build trust.

    Show Your Work: Why Buyers Need to See Your Effort

    Little changes in approach can have a big impact. Discover how the concept of “reciprocity” works and how you can harness it. You'll learn why it’s always important to “show your work” with prospects and buyers, and why a little bit of extra effort on your part can produce a big response from buyers.

    The Value of Small Promises: Earning the ‘Fairness Premium’

    Everyone understands the value of a promise made, and a promise kept. But research suggests that it’s not the size of promises but their frequency that matters most, and that making and keeping many small promises can do more to build your relationship than the occasional grand gesture. In this Quick Take, you will learn what people feel when someone makes a promise to them and keeps it, how the concept of the “fairness premium” can help you improve your relationship with the buyer, and why the best strategy is to make lots of small promises that are easy to keep.

    Power, Choice and Control: Dealing with Uncooperative Buyers

    Salespeople often feel like they’re beat up by buyers. Buyers who cancel meetings repeatedly for no good reason. Or make extravagant demands. Or fight over every last dime. It’s easy to assume that uncooperative buyers like these are bad people. But most of the time, they’re not. Rather, research suggests that when buyers engage in this sort of behavior, they’re doing it for a specific reason – one they may not even realize themselves. In this Quick Take, you will learn the 'secret message' behind uncooperative buyer behaviors, how you can help buyers feel empowered without abdicating your role in the sale and the absolute worst thing you could possibly do with an uncooperative buyer.

    Internal Networking: How In-house Relationships Help You Make More Sales

    For most people, success at work depends on how well they work with others within the organization. But salespeople are different. Their focus is outside the organization. So it’s easy to conclude that time spent in the office is wasted. But research says that salespeople who build strong relationships inside their organizations serve their buyers better, and win more and larger sales. In this Quick Take, you will learn the power of 'internal networks' – your relationships within your organization – and how they help you win sales, why these networks help you deliver more value to your customers and the two kinds of internal networks you need to cultivate.

    Relationship Building: Trust and Expectations

    Every salesperson knows that customer relationships are built on trust. But there’s a little-known element of trust that many salespeople overlook. In this Quick Take, you will learn the true basis of trust, results from a scientific study that reveal a simple step you can take right now to gain more loyalty from your customers and why salespeople often fail to take that step.

    Establishing Credibility: Putting the Buyer’s Interests First

    As the world grows more complex, buyers want sellers who do more than educate them on their products or services. They’re looking for someone who can lead them through uncharted waters. They’re looking for someone who knows the way – and that they can trust. As an expert on what you sell, you probably have the knowledge. But when it comes to the trust part, you face a tough hurdle: Buyers know that you’re there to make a sale. They worry that you’ll use your knowledge to serve your interests, not theirs. In this Quick Take, you will learn why it’s important to demonstrate your credibility as early in the relationship as you can, an approach that can help you win your buyer’s trust – starting with your very first meeting, and the one thing that can demolish that credibility in an instant.

    Critical Insights: Become a “Challenger” to Win Buyers’ Trust

    Course Description: Jerry Jones sells lighting products for an electrical wholesaler. Last year, he won a new account: Awesome Hardware, a small chain of home improvement stores. The buyer, Kate Douglas, liked his product quality, pricing and service. But after the initial excitement, things quickly settled into a routine. Jerry’s making decent sales to Awesome. He calls Kate once a month. Everything’s going okay. But in Jerry’s highly competitive market, 'okay' means vulnerable. Jerry knows he must take this relationship to the next level. In this Quick Take, you will learn an approach to selling that will deliver more value to your buyers and position you as a go-to resource. It’s based on finding and delivering Critical Insights – new perspectives and ideas that challenge your customers’ thinking … in a good way.

    Deep Conversations: How to Create Stronger Connections with Buyers, Prospects and Others

    We’ve all experienced dead-end conversations. We’ve also experienced Deep Conversations – encounters that create a sense of connection with someone, where we walk away feeling, 'Wow. We really understand each other.' Those are the conversations you want to have with buyers. Deep Conversations can help you understand what motivates buyers and prospects, so you can better serve their needs. They can help you establish trust. And they can help you move beyond the role of vendor and forge deeper relationships. In this Quick Take, you will learn how to lead Deep Conversations – exchanges that get buyers, prospects and others to trust you and reveal what really matters to them.

    'Just Okay' Customer Relationships: How to Make Them Deeper and More Profitable

  • Closing

    Closing: How “Tag Questions” Can Help You Seal the Deal

    You’ve laid all the groundwork, and you’re so near a deal it hurts. You just need a little extra oomph to get your prospect over the finish line. There’s a technique that can help you get the yes that you’re seeking: using “tag questions.” Research suggests that tag questions can be a powerful technique to help you win agreement from a buyer. But they can also work against you. It all depends on when and how you use them. In this Quick Take, you will learn when tag questions work, when they don’t, and when and how you can use them to get buyers to take the next step.

    How to Get Buyers to Follow Through and Do What They Say

    Imagine this scenario: You’ve finally got that tough-to-reach prospect on the phone. She can’t talk now, but agrees to block out time for you next Thursday at 11. When you call her office and cell number on Thursday, you get voice mail. You send an e-mail. No response. Sound familiar? In this Quick Take, you will learn what research says about why buyers respond – or don’t respond – to your requests, how small and seemingly minor changes in your language can have a dramatic impact on how people respond and four action steps you can take based on the research to improve your sales pipeline and sales numbers.

    Getting Buy-in: How Buyers Take Ownership of Your Sales Proposals

    When prospects buy in to your sales proposals – when they start using language like 'mine' and 'ours' instead of 'you' and 'yours' – you know you’re well on your way to winning the sale. But how do you get buyers there? What makes them take psychological ownership of the solutions you recommend? In this Quick Take, you will learn the power of psychological ownership, and its effect on perceived value and loyalty, the critical element that creates a sense of ownership, and how to incorporate that element into your sales process.

    Selling to Buyers Who Hate to Spend Money

    Sometimes, prospects who should be saying yes … just can’t. They have authority, need, urgency and money. They tell you that your proposal offers good value… but they just can’t pull the trigger. It’s almost as if the act of buying causes them physical pain. So is there a way to get buyers like these unstuck? In this Quick Take, you will learn why some buyers are so reluctant to say yes – and why this reluctance doesn’t necessarily mean there’s a problem with your value proposition, which customers and prospects are most likely to have trouble pulling the trigger and two simple techniques you can use to help get them unstuck.

    ‘Unconsidered Needs’: How Changing the Conversation Wins Sales

    In this Quick Take, you will learn how to change the odds in your favor when you’re facing a buyer who thinks they know what they want. Specifically, you will learn how talking about 'unconsidered needs' can position you as a safer and better choice, the best time to bring them up in your sales presentation or proposal, and how to identify ‘unconsidered needs’ that will resonate with your buyers.

    Closing time: When’s it best to ask for the sale?

    In this Quick Take, you will learn the best time to close a sale, the concept of “ego depletion” – and how it relates to time of day and how ego depletion can sap your customer’s ability to make critical decisions, including buying decisions.

    How “Consumption Visions” Can Help Customers Sell Themselves

    What is a consumption vision? It’s a mental picture that buyers construct, in which they imagine themselves 'consuming' – that is, using -- your product or service. Studies show that these visions can have a powerful influence over intentions. In this Quick Take, you will learn why they’re so powerful and how to help buyers construct them.

    Concessions: How They Can Destroy – or Enhance – Your Credibility

    Sometimes you have to sweeten the deal to get buyers to say yes. But research shows that concessions are complicated. In this Quick Take, you will learn why buyers are likely to dismiss concessions, even when they’re made in good faith and come at considerable cost to the seller, why concessions can undermine a buyer’s trust in sellers, and how to craft and present concessions in a way that will make them more likely to be taken in good faith
    and reciprocated.

    When Your Buyer Can’t Decide: How to Break a Tie

    In a world full of good products, good companies and talented salespeople, it can be tough for buyers to make up their minds. In this Quick Take, you will learn what research says about how buyers make a decision when there’s no clear first choice, why price concessions won’t usually break a tie – and why your buyer probably isn’t looking for one anyway and how to create a “justifier” that will allow buyers to explain why they should choose you.

    Negotiations: Should You Justify Your Price?

    Salespeople are often taught to provide a reason when they ask a customer for something – to agree to a meeting, to provide a referral, or to buy a product. That advice is rooted in a well-known research which found that people are more likely to agree to a request if it’s accompanied by a reason. But a deeper drive into the study results tells another story. In this Quick Take you will learn why this widely cited study about negotiations is often misunderstood – and how it can lead salespeople astray, when it makes sense to offer an explanation or justification to a request – and when it doesn’t, and the best thing to say after you put your initial offer on the table.

    Closing: Set Your Buyers Free

    If there’s a phrase that can double the chances of getting a yes when trying to close a sale, isn’t that something you might like to learn? Research suggests there may be such a phrase. In this Quick Take, you will learn a few simple words, applicable to nearly any sales situation, that can help you disarm buyers’ resistance and make them more likely to buy from you, the psychological principle that makes this technique so effective, and how you can apply this idea to your sales approach.

    MESOs: Offer Buyers Choices, Not Concessions

    In price negotiations, you walk a fine line. On the one hand, you want the deal and you want your buyer to feel good about their purchase. On the other hand, you don’t want to make needless concessions or start haggling. Decisions, decisions. What’s a salesperson to do? In this Quick Take, you will learn why it’s often a mistake to lead with your best offer, why “good, better, best” offers may leave money on the table, how to give your buyer real choices – without making significant concessions, and why a research-based negotiation strategy called MESOs is good for sellers and buyers.

    Winning Complex Sales: Building Consensus Among Multiple Stakeholders

    Some sales are straightforward: You know who the decision maker is and how he or she will make the decision. But most sales – especially big sales -- are anything but straightforward. Often there is no 'ultimate decision maker.' You’re facing multiple stakeholders – none of whom have the power to unilaterally say yes – but any of whom could sink the deal. You may not have to get all of them on your side. But to win the sale, you must build consensus within this group. In this Quick Take, you will learn why the person with the biggest title isn’t necessarily the key to the sale, why the person who brought you into the sale may not be able to help you close it, and how to identify the type of stakeholder who will be essential to winning the sale.

    Closing the Sale: When the Buyer Wants to Sleep On It

    There are plenty of sales where you shouldn’t let a customer out of your sight long enough to change their mind. But in complex sales nobody expects buyers to make an on-the-spot decision. At some point, buyers are going to go away and think about it. In this Quick take, you’ll learn what buyers REALLY dream about when they 'sleep on it', why you SHOULDN’T focus too much on your product or service during this critical period, and what you DO want to get your buyer thinking about instead.

    Why Long Selling Cycles Are Killing Your Sales

    There are lots of good reasons to reduce the sales cycle. The faster you close, the faster you get paid. The more time you have to find more business. But the most important reason is to increase your chances of making the sale. In this Quick Take, you’ll learn the number-one cause of slow sales cycles, a common but critical error that many salespeople make when they’re gathering information from a prospect, and the “shopping list” concept – a tool that will dramatically shorten your sales cycle.

    Tough Negotiations: How to Hold Your Ground With a Price Bully

    We’ve all faced customers and prospects that pride themselves on how hard they can squeeze their vendors. But this approach only works when you let them get away with it. The secret is taking control of the negotiation so that customers see that you won’t be pushed around. In this Quick Take, you will learn how to get what you deserve in a negotiation without becoming defensive or confrontational; and why you shouldn’t be too quick to solve problems that seem to be standing in the way of the sale.

    How to Help Prospects Get the Internal Buy-in They Need to Close the Deal

    Let’s face it: You can’t force your way into a closed-door meeting if the buyer doesn’t want you there. The harder you push, the more the buyer’s defenses go up. And before you know it, you’ve gone from trusted advisor to obnoxious pushy salesperson. But even if you’re locked out of that meeting, you can still have a powerful influence over what happens during the discussion. And you can do it without stepping out of your role as the buyer’s advisor. In this Quick Take, you will learn how to influence the buying decision – even when you’ve been locked out of the process, and the key question you must ask when the buyer says, 'I’ll have to talk this over with the team'.

    Upselling Without Fear: Get More From Almost Every Sale

    Many sales professionals fear upselling because they believe it will make them look greedy and might cost them the sale. Fact is, this fear is legitimate – if you don’t handle upselling properly. But top sellers know that upselling is a powerful tool to increase sales volume and add value to the customer. In this presentation you’ll learn: The two most common upselling mistakes, the ideal moment to ask for more and the #1 insight star salespeople 'get' about upselling.

    The Post Close: How to Lock in a Sale and Avoid Last-Minute Surprises

    Don’t sell past the close. You’ve heard that a million times. Once the customer says yes, just say, 'Thank you very much and let’s get started.' The problem is, some customers still have unfinished business. And if you ignore it, you could find that sale slipping away. In this Quick Take, you will learn how to use the Post Close: a simple yet powerful technique that can help you test your new buyer’s commitment and protect your sales against last-minute surprises.

    Selling to Buyers Who Hate to Spend Money

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