Sales calls are ineffective because the salesperson often forgets the purpose of the meeting; namely, that we are there to find pain, potential problems we can solve, and opportunities we can help capture.

This section of the power statement lists between three and seven client issues we address.

Here we deploy the full-form power statement in all of its glory. In phone calls, voice mails, e-mails, and other sales weapons we’re limited to using bits and pieces of our power statement, but at this point in the meeting we can let it fly.

I like to use a series of “who” and “why” questions to help identify strategic targets when creating a list: Who are our best customers (by industry, size, business model, location, etc.)? Why did they initially become customers? Why do they still buy from us? Who do we compete against in the marketplace? Why and when do they beat us? And why do pr

It’s essential to be able to inform the sales team about: Our reason for existence The direction the company is headed and why it’s the correct course What we sell and why we sell it Which markets to pursue and where we are positioned in those markets The competitive landscape and how we stack up against competitive offerings, and why we’re better

New business development success results from creating a sales dialogue, not perfecting a monologue. One of my sales laws is that discovery always precedes presentation. Always. It’s sales malpractice when it doesn’t. Pitchmen and product-pushers present before they fully understand the customer’s situation. Consultative sales professionals gather

This is also the time to explore issues the prospect responded to when you delivered your power statement. Circle back and ask why that particular issue piqued the customer’s interest.

there is dire shortage of those who can create new opportunities through their own proactive sales effort. Many veteran salespeople are victims of their own past success and easier times, when they could make their numbers while operating in a reactive mode. Others were carried along by their company’s momentum and favorable economic conditions tha

It takes time to settle in and find the groove, so I’d suggest a minimum of ninety minutes per time block. Three hours is probably the limit on the upside,