Unlock your people’s potential one skill at a time

Sales Micro-Video Training & Coaching Tools

A complete library of micro-videos, a proven methodology, and all the tools you need to make continuous sales coaching part of your organization’s culture.

Fast & focused sales training

Shorter is better

Research shows that our 4- to 6-minute videos are ideal for today’s busy sales professional. Short, single-concept learning increases knowledge retention because your salespeople focus their attention on mastering one skill at a time.

Learn more about our Single-concept Learning Learn more about our science-based learning process

Research-based videos

Sales methodology that's grounded in science

All Rapid Learning sales micro-videos are driven by academic and institutional research on the psychology of influence and persuasion. What behaviors separate “great” salespeople from those who are “not yet great”? The studies cited in our videos will show you.

Learn more about how we use research

Sales coaching process

Not just a video library

You get more than just a collection of great videos. We’ll show you how to use our videos to help your sales managers become more effective coaches. Our proven manager-led Get Togethers™ process gives them a step-by-step framework to facilitate engaging, interactive group coaching sessions. We also provide the tools to get it done – including a discussion guide, quiz, summary sheet and more for every video.

Learn more about Get Togethers™

Track learning progress

Now you can validate your program’s success

Rapid Learning sales training is about getting results… and we’ll show you that it does. Our BCAT™ and SBAT™ assessment tools will identify your team’s skill gaps and help you measure learning progress over time.

Learn more about our assessments Learn more about our Learning Solutions Experts

A collection of tactical sales videos

Our sales training library

  • Referrals
    Referrals

    How Buyers Benefit From Giving You a Referral

    Research shows that referrals are as much as 180 times more likely to close than cold contacts. Yet only 11 percent of salespeople actually ask for a referral, mainly because they think the “cost of helping” is too high. A study shows why this is wrong, and why potential referrers are for more willing to help than you might expect.

    Referrals: The Power of Few

    No matter how much you ask for referrals, customers rarely give you a name. So is it even worth the effort? A study says yes. Learn why you may be underestimating the value of asking for referrals, 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

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

    A study reveals 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.

    How to Sell a Price Increase

    Do buyers just assume price increases are unfair? According to research from the University of California Graduate School of Management, no, provided the news is delivered a certain way. Find out what you need to know about this critical sales skill.

    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

    Here’s a scary fact: A study shows that 50% of “satisfied” customers are willing to switch suppliers. To retain customers, you need to do more than just satisfy them. You need to “entangle” them. That is, find ways to lock them into your services so that the cost of switching to too high.

    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.

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

  • Sales Management
    Sales Management

    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.

    How to Smoke Out Impostors in Interviews for Sales Jobs

    University of Missouri researchers found that when the interviewers formed a favorable first impression of a sales job applicant, they fall victim to “confirmation bias” and starting selling the job instead of qualifying the candidate. Learn how to avoid this trap and make better hiring decisions.

    Coaching: How to Help Salespeople Frame Setbacks in a Positive Way

    University of Pennsylvania research reveals why some salespeople handle rejection so much better than others. Unsuccessful people engaged in negative self-talk, seeing their failure as personal (their fault) and pervasive. Successful salespeople did the opposite, framing failure as something external to themselves and related to the specific situation. Learn how to coach your people using this powerful insight.

    Why Praise Can Backfire – And How to Do It Right

    Researchers from Columbia University found that there's a right way and a wrong way to deliver employee praise. This Quick Take reveals their findings and shows managers how to avoid the common mistakes that can cause praise to backfire.

    How to Get More Reps Selling Like Your Top Reps

    Researchers from Stanford University show that it's extremely difficult for experts to transfer their knowledge to non-experts. So how can your struggling salespeople learn from your best? The answer: role plays - but only if you do them right.

    The Activity Fallacy

    A study conducted by Huthwaite, a leading sales consulting firm, examined more than 35,000 sales calls and found that pushing a sales team to work harder, make more calls, get more meetings, and close more deals can actually depress results. Learn the behaviors that can help your team avoid this dangerous trap.

    The Power of Predictability

    A study reveals the critical importance of a single managerial behavior – predictability – that can reduce stress, improve team morale, boost productivity and reduce employee attrition. In an uncertain environment, this is about wearing your game face and keeping people calm and focused.

    Sales and the 80-20 Rule

    The coventional wisdom 80-20 Rule says that the best 20% of your salespeople generate 80% of your results. That makes it tempting to offer huge incentives for top performance. But national analysis from the Sales Leadership Council says this could be a costly mistake.

    The ABC Method: Handling a Bad Attitude

    Learn why saying 'You have a bad attitude’ is the worst possible thing to say to somebody who has one. Instead, focus your feedback on specific behaviors that people can actually change.

    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. This program will give you a proven 4-point model for building and maintaining a high-performance team that consistently delivers extraordinary results.

    Leading from Your Confidence Base

    A study from Harvard Business School investigated the critical factors that make managers successful. The findings showed that credibility as a leader starts with your Confidence Base. Find out how to put this counterintuitive insight to work for you.

    Is It Okay To Let People Fail?

    Numerous studies have shown the benefits of “productive failure.” People learn more quickly - and more deeply - when they first struggle and fail. Learn why managers must give employees the opportunity to fail safely.

    How To Turn Around A Struggling Team

    Learn what research from Gallup reveals about the best way to turn around a low-performing sales team; why efforts to improve skill deficits can backfire; and where to focus your coaching efforts to get the best results.

    Coaching: Your Mindset Makes All the Difference

    Research from Stanford University shows that bold managers who adopt a “growth mindset,” rather than a “fixed mindset,” are far more able to change behavior and develop their people.

    Hiring for Grit

    Social Psychologist Angela Duckworth and othe researchers from the University of Pennsylvania investigated the concept of 'grit' and why it is such a powerful predictor of professional success. Learn how managers can apply these findings to build a persistent and passionate team of high-performers.

    Six Managerial Styles You Need to Lead Effectively

    Research shows that leadership is highly situational and that no “one-size-fits-all” leadership style works all the time. Master a repertoire of six managerial styles that will allow you to respond appropriately in a variety of different situations.

    How to Harness Peer Learning in Group Sessions

    A Stanford University study suggests that peer participation in learning initiatives is surprisingly effective. People view peer advice as more “real-world” than that from experts, so they’re more likely to act on that advice.

    Situational Interviews: How They Can Improve Your Sales Hiring Decisions

    A study from Erasmus University in Holland reveals why traditional interview questions so often fail to predict future performance. The findings show why “situational interview” questions far outperformed all others in the study, and how to create and use these questions based on the specific job you need to fill.

    Framing Corrective Feedback in a Positive Way

    A University of Michigan study revealed a method for framing corrective feedback so that it addresses non-productive behaviors head on – but does so in a positive, non-threatening way that’s remarkably effective.

    Coaching: How to Help Reps Bounce Back After a Failure

    Giving sales reps a pep talk after a failure doesn't hurt, but it doesn't do much good either. Research from the UC Berkeley shows why such “outside validation” doesn't work - and reveals what managers should do instead to get reps back on track.

    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.

    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.

    Coaching: How to help reps bounce back after a failure

  • Prospecting
    Prospecting

    Why You Miss Your Goals and How to Start Hitting Them

    Research from the Universities of Bath and Sheffield in the UK found that your two to three times more likely to achieve your goals by writing down “goal implementation” instead of “goal intentions.” Learn why this simple but powerful technique is so effective.

    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

    Research from Baylor University reveals that the key to overcoming call reluctance is shifting from “self-focused attention” to “task-focused attention.” Learn how this insight can vastly increase targeted call volume and boost sales.

    Prospecting: How to Get Buyers to Hear Your Message

    A study on the concept of “buying schema” reveals the 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

    University of Georgia research found that the way many salespeople start a cold call is consistent with behavior psychologists call grandiose narcissism. Find out why this is such a common problem, and learn the three steps sellers should let prospects know before they say anything else.

    Time Management for Sales: The Golden Hours

    Research from MIT shows the best times for salespeople to make prospecting calls. But the real secret to success can only be revealed in a Time Optimization Plan. Learn how to create one so you can maximize your efficiency and results.

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

    Sometimes the best way to reach the C-suite decision-maker is to go down and sideways through the organization before you try to go up. Research from the University of Michigan and Northwestern University explains why.

    Why You Miss Your Goals and How to Start Hitting Them

  • Discovery & Qualifying
    Discovery & Qualifying

    Why a Lean Pipeline Maximizes Sales

    An in-depth study of sales pipelines at a Fortune 500 company revealed some surprising results. Learn why more leads on the front end can result in fewer sales on the back end - and questions you can ask early in the process to protect your valuable time.

    How to Ask Awkward Questions

    A study reveals the main reason why salespeople avoid awkward questions, why and when prospects are most willing to disclose valuable information about themselves, and the best way to structure your questions to avoid resistance.

    How Many Customer Problems Do You Need to Dig Up?

    A massive study on discovery calls conducted by the research lab at the software company Gong.io found that uncovering four customer problems, instead of just one, drove success rates from 53% to 85%. Learn the details of these surprising results - and how to achieve them.

    Stupid Questions: A Smart Selling Strategy

    Researchers in the Psychology Department at Harvard wondered what went on in people’s heads when they were asked certain kinds of questions. Find out what questions light up buyer's brains and why some “stupid questions” aren't stupid at all.

    Why a Lean Pipeline Maximizes Sales

  • Presentations & Communication
    Presentations & Communication

    Texting Prospects: Should You or Shouldn’t You?

    A leading sales software company conducted a study of 3.5 million sales leads from 400+ companies to find out if texting helps or hurts sales. They found that conversion rates were 40% higher than average when texting was used. But be careful, the opposite can happen if those texts are sent at the wrong time.

    The Science Behind Storytelling in Sales

    Experiments conducted at Ohio State University looked at how stories can connect with people and change their beliefs. The research reveals powerful insights sales professionals can use to craft compelling stories that win buyer trust.

    The Secret to Selling CEOs

    An analysis of 500,000+ discovery conversations found that top executives tolerate only half as many questions as lower-level buyers. Learn what else you must do to sell successfully to the C-suite.

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

    Researchers at Harvard Business School conducted experiments to see how people would respond when given pieces of good news or bad news. Learn how salespeople can use these findings when communicating with their customers and prospects.

    Gaining Commitment: How to Get Buyers to Persuade Themselves

    Studies on persuasion and behavior from Indiana, Northwestern and Ohio Universities suggest two powerful ways to harness buyers’ own motivations and get them more committed to buying your solution. Find out how this “repeat and defend” strategy can make your sales conversations more effective.

    Framing the Sale: The Power of Loss Aversion

    Research from the University College of London reveals that avoidance of loss triggers far stronger emotions than opportunity for gain. Learn how to use this insight to get hesitant buyers to feel urgency and take action.

    Why Salespeople Just Can’t Shut Up

    The average salesperson talks over 81 percent of the time in a selling situation. A Harvard study shows it’s because talking about yourself (or your product) is as addictive as gambling and drugs. A sister study shows the shocking truth about how much income people are willing to give up because they can’t stop talking about themselves.

    Communication: How Prospects First Decide Whether to Trust You

    Numerous scientific studies have found that in the early stages of a relationship, the decision to trust someone comes down to two questions. Results also suggest that people make up their minds about these two factors within minutes. Learn how to apply these insights to build trust and win more sales.

    Presenting Features and Benefits: The Power of Three

    Research from UCLA and Georgetown University shows how “benefits overload” can drive a wedge between you and your prospect. Learn how to keep your communication 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 research project analyzed millions of recorded sales conversations using interactive voice recognition. The results identified three factors that drove conversion rates up by 275%. Learn the details of these finds and what language needs to be a part of every call.

    How and When to Disclose Risk to Prospects

    An international research team came to the surprising conclusion that disclosing risk can actually help you sell more. Learn why timing is key and how it can turn fear into trust.

    Resonating Focus: The Key to Creating High-Value Proposals

    A group of professors writing in the Harvard Business Review reveal a counter-intuitive approach for adding value to your proposals. Learn how this concept can make your message more compelling and increase your chances of winning the sale.

    Communication: Getting Your Buyer to See the Light

    What’s the best way to counter a person who has deeply held, but incorrect belief? A Dartmouth University study answers that question. It gives insight into how the brain processes information any explains a simple but powerful technique salespeople can use to win agreement.

    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.

    How to Win at High-Stakes Sales

    Researchers from the University of British Columbia uncovered what buyers are really looking for when making a high-stakes purchase. Learn their surprising findings and what you can do to increase your chances of winning these sales.

    Why Salespeople Just Can't Shut Up

  • Handling Objections
    Handling Objections

    How to Turn Shortcomings Into Strengths

    A team of international social psychologists conducted experiments that point to an effective approach to honestly acknowledge your offers imperfections in a way that can actually add perceived value. When you get it right, you increase the likelihood that a buyer will say yes.

    How to Handle “Deal-Breaker” Objections

    Research from Columbia University and Hebrew University in Jerusalem found that people focus on the negative when pushed to make immediate decisions. Discover how these findings can help salespeople better persuade potential buyers who raise “deal-breaker” objections.

    How to Beat Your Toughest Competitor: The Status Quo

    A study from the Wharton School at the University of Pennsylvania reveals why it’s so difficult to get buyers to abandon the status quo, and offers a counterintuitive insight into what it takes to get them to change.

    Why Salespeople – Not Prospects – Are Responsible for Stalls

    Salespeople who encounter stalled sales more than they'd like often suffer from a psychological phenomenon call “anticipatory regret.” Brain function measured by MRI scans show that fear of losing the sale may prevent you from asking questions you should early in the process.

    How to Unseat an Entrenched Competitor

    Conventional sales and marketing wisdom says we always need to show how our product are different and better than. Research shows that when trying to unseat entrenched competitors, that approach is almost certain to fail. Learn a better approach and the key insight behind it.

    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

    It’s normal for buyers to feel anxiety about a major purchase, and that anxiety can jeopardize sales. Learn about research on a concept called “emotional contagion” that can cause normal, manageable anxiety – both the buyer’s and your own – to spin out of control and actually kill deals. Good news: There are ways to prevent it.

    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

    Relationship Building: Trust and Expectations

    A study from Missouri State University looked at the relationship between trust and expectations. It found that most salespeople work hard on meeting expectations about the sale, but fail to meet expectations about the sales relationship. Learn what it takes to avoid this critical mistake.

    What Science Says About Giving Gifts to Buyers

    Is it a good idea to give a gift to a customer? Researchers studied the psychological principle of “reciprocity” and found that what you give, and to whom you give it, dictates success or failure.

    Body Language That Builds Trust With New Prospects

    Behavioral researchers at MIT, Cornell and Northwestern Universities studied the body language cues people doing business together for the first time use to determine trustworthiness. Some of the findings make perfect intuitive sense. Others will surprise you.

    Show Your Work: Why Buyers Need to See Your Effort

    Ever wonder why buyers often don’t give you the time you need with them to complete a sale? Could it be because they perceive that you’re trying to close the deal with minimal effort on your part? A study on the concept of “reciprocity” shows that’s exactly what often happens. Learn the power of showing the buyer your “time spent” on a given sale.

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

    A study from the University of Chicago and UC-San Diego School of Management shows that making lots of small promises that are easy to keep is better than delivering on one big promise. Learn how the concept of the “fairness premium” can improve your customer relationships.

    Dealing with Uncooperative Buyers: Power, Choice and Control

    Research shows that when buyers are uncooperative – cancelling meetings, making unreasonable demands, etc. – they’re doing it for a specific reason. Learn the “secret message” behind uncooperative buyer behaviors, how you can help buyers feel empowered without yielding control, and the absolute worst thing you could possibly do with an uncooperative buyer.

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

    Researchers found that salespeople with strong internal “professional” networks are nearly twice as effective as those with weak networks. But more interesting, those who also had strong internal “personal” networks were three times as effective. Learn the details of how to put these findings to work. (https://www.cies.org/grantee/danny-pimentel-claro)

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

  • Closing
    Closing

    What Makes Upselling Succeed – or Fail

    An international research team discovered that upselling success rates were driven by two key factors: the complexity of the sale, and the way the upsell was framed. Learn how these findings can shape your upselling strategy.

    How to Help Prospects Get Internal Buy-in from the C-Suite

    Research published in the Harvard Business Review explains why prospects who say they would purchase your product aren't always willing to advocate your proposal within their organizations. Learn how to help them overcome their deal-crushing risk aversion.

    Winning Complex Sales: Finding Your Champion

    To win complex sales you often need an “champion” who will advocate for you. However, research published in the Harvard Business Review suggests that salespeople too often align themselves with the wrong champion. Learn the different stakeholder profiles to watch for - and how to align yourself with the right one.

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

    Research published in the Harvard Business Review examines how buyers use “justifiers” to help them decide when there's no clear first choice between you and a competitor. Learn why the psychological concept of “anticipatory regret” drives the final decision.

    Why Long Selling Cycles Are Killing Your Sales

    What's really happening when sales get stuck. Research shows that in eight out of 10 cases, when buyers sit down to make a decision, one or more critical pieces of information is missing. Learn a proactive process to avoid this pitfall, shorten your sales cycle and close more deals.

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

    Researchers from Purdue and the University of Idaho a certain type of question can help you win agreement - but only if you're seen as a credible source. Learn the details of how you can use “tag questions” to increase the odds that people will agree with you.

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

    What are buyers actually thinking when they say, “I'll get back to you. I need to sleep on it.” Research from Cornell and Tilburg University answers that question and explains why you shouldn't call attention to your product when the buyer is mulling it over.

    MESOs: Offer Buyers Choices, Not Concessions

    Research on sales negotiations from the Kellogg School of Management experimented with a way to offer choice without trading away value – a strategy called Multiple Equivalent Simultaneous Offers (MESOs). The findings show this technique will help you close more, and significantly bigger deals.

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

    When prospects take “psychological ownership” of the solutions you recommend, they're far more likely to buy. Psychologists call this phenomenon the “endowment effect”. Find out how researchers from Princeton and other top universities connect this to giving your buyers a sense of power and control.

    Closing: Set Your Buyers Free

    There's a certain phrase sales professionals can use that might double their odds of getting a yes. This psychological principle supported by numerous studies and a meta-anlaysis by a researcher from Western Illinois University is as simple as telling buyers that are “free to say no.”

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

    What can you do to increase the odds that buyers will follow through on what they say? Research says the key is to ask them to make a promise. Find out the psychology of why this is so effective how to use this concept to protect your time.

    Selling to Buyers Who Hate to Spend Money

    Research shows that one of three people experience anxiety when they spend money. That might explain why some sales seem to get stuck for no reason. But a major study on buying behavior from the University of Michigan and Carnegie Mellon identified two simple strategies that can help you get those buyers to say yes.

    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.

    Unconsidered Needs: How Changing the Conversation Wins Sales

    Research from Stanford University reveals the best way to present your customer with “unconsidered needs.” When you’re facing a buyer who thinks they know what they want, this powerful technique can position you as a safer and better choice.

    Closing Time: When’s it Best to Ask for the Sale?

    Scholars from Columbia University and Israel’s Ben Gurion University discovered that people are less likely to make decisions that upset the status quo late in the day. Find out how this phenomenon known as “ego depletion” can help you close more deals.

    Negotiations: Should You Justify Your Price?

    Obviously, when you state your price it can’t possible hurt to explain the “why” behind the prices you’re charging, right? Not so fast. A study showed that justifying your price isn’t always the best approach.

    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.

    Selling to Buyers Who Hate to Spend Money

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