Archive for the ‘Blog’ Category

The Leader Within – Mind Fuel for the Sales Athlete

Tuesday, May 2nd, 2017

The leadership ideal – The big compelling qualities embodied by great leaders and why you should step up, set an example and become a mentor.

 

Make the Winning Case – Mind Fuel for the Sales Athlete

Tuesday, May 2nd, 2017

FiegerLaw.GerrySpenceTLCRanch

Gerry Spence is one of the giants of the courtroom, a legend in the pantheon of great trial attorneys alongside the likes of Earl Rogers, Alan Dershowitz and Clarence Darrow. Known for having never lost a criminal case, Spence, a small-town country lawyer and champion of the powerless, has won some of the most famous civil trials in American legal history including the Karen Silkwood case, where after the longest trial in Oklahoma history he convinced a jury to award the nuclear power plant worker’s family the largest damages ever levied. (The story of Silkwood’s life, and suspicious death, was later turned into an academy award nominated film starring.)

Spence is passionate that we are all capable of delivering the winning argument and lays out his case for such personal power in How to Argue and Win Every Time, a book filled with the hard-fashioned wisdom of one of the greatest advocates who ever stepped foot in a courtroom.

A humble and straightforward evangelist, Spence makes the argument that it is the sincere and plain-spoken among us who are best equipped to move the indifferent, impassive mind.

Here are three powerful concepts from the book…

Winning Without Arguing

To most, an argument is a surly, often cantankerous affair, two opponents verbally pitted against one another, war-like, each side bent on degrading, demoralizing and ultimately diminishing the Other and their point of view. The essence of what it means to “argue” however is far different from the brusque altercation the word conjures up. Do attorneys quarrel with their juries? Do politicians feud with their constituents or salespeople bicker with their customers? Certainly not the successful ones.

According to Spence, to argue is to seek the truth, to reason with others as to what is right and just, to transcend the primitive locking of horns and emotional one-upmanship the insecure engage in lest they lose control and expose themselves as vulnerable, even frightened.

In its ultimate form, to argue is art, and an incomparable way of connecting with others. The noble argument strives for reason, love, even freedom, and the winning argument often leads to resolution, understanding and cooperation.

And while winning may get us what we want, Spence explains that it also means helping “others” get what they want.

However, to make the winning argument, one must comprehend the true essence of power.

Understanding Power: The Pistol that Fires in Both Directions

There is no power without permission, one only wields power over those who endow them with it. You are truly the one who is in command, as those who seemingly pull the levers only exert their authority if you agree to cede dominion.

Those assumed to be at the height of power are often the most vulnerable, as their supremacy is wholly reliant on your consent, in lieu of such acquiescence the powerful become powerless. As all power is either perceived or permitted, it is you who decides what is real and where such control ultimately resides.

As Spence says, “All power, yours and theirs, is yours.”

Credibility

Spence says to make the winning case we must speak from the soul, from that place within our psyche where all our fears, desires and beliefs emanate, as this is where truth springs from, and as embarrassing or uncomfortable as it may be, we should not avoid baring our souls.

Many seek to dress their flaws up in fancy psychic garb, posturing for effect, masquerading their imperfections with colorful pretense, affectations and ornate speech, words and fashion meant to impress. But against the guileless and forthright, these distractions stand no chance.

People prefer what is real, even if it is raw.

When we communicate from the heart we speak as a child, unfettered and free, and although our manner may appear frank, artless and at times unsophisticated, emotional honesty rings true, and this is what energizes people, this is what impresses, not fast-talking or flashy clothes, it is bone-deep credibility which moves the masses, motivating them to fight for your cause.

When we approach humanity in this manner, we gain the unlimited capacity to influence outcomes, and the passion of our unrestrained spirit set loose upon this earth brings with it the greatest power of all, the ability to win hearts and minds … and maybe along the way change the world.

Competitor vs. Spectator Consciousness – Mind Fuel for the Sales Athlete

Wednesday, April 26th, 2017

Making choices of your own volition vs. watching your life unfold – do we truly have the power to choose or is life merely a series of inevitable events based on cause and effect. The free will/determinism paradox … and how to break it!

Interesting articles/people mentioned in this video:

“Is Your Company Culture Pirate Ship or Battleship?” by Chris Murray. 

“The Paradox of Free Will” by Peter Russell.

Shift the Paradigm – Mind Fuel for the Sales Athlete

Monday, April 17th, 2017

Breaking out of routines to get what you want. How to set the wheel in motion for a shift that will make the desired outcome inevitable.

Here’s a link to an article about a concept I mention in the video on “The Myth of Discipline,” by Charles Poliquin: http://www.strengthsensei.com/discipline-myth

 

Sell Your Unique Story – Mind Fuel for the Sales Athlete

Friday, April 14th, 2017

The one of a kind power you have as a communicator is not born of your ability to deliver a sales pitch, but rather your efforts to speak from the heart.

Decimating Adversity & Getting Fired Up – Even Cancer Can’t Stop Us!

Friday, April 14th, 2017

So much inspiration and power, what lies at the heart of such fire and passion? What fuels the drive and desire to fight and win no matter how challenging the circumstances?

 

Extreme Ownership – Mind Fuel for the Sales Athlete

Monday, March 13th, 2017

extreme-ownership

Sales is more than just a profession, it is the prime mover of all commerce and economies. Selling is an awesome responsibility, and businesses live and die on the success of its salespeople. Such significance demands the cultivation of the qualities and traits associated with leadership.

The ability of salespeople to lead, to coordinate the synergistic power of all the departments involved in making the deal a success, from marketing and finance to product development and more, can make the difference between a mediocre and stellar career, as selling successfully encompasses both harnessing, and directing, the capabilities of many different colleagues and roles within an enterprise.

And, the capacity to lead the customer, to guide potential clients in their hunt to solve the problems that frustrate them or overcome the obstacles that challenge them, should be the core directive of any salesperson.

Embodiment of the lead-to-win creed, whether in running a team or as an essential part of the (sales) force itself, is crucial when striving for victory.

Mind Fuel for the Sales Athlete – Extreme Ownership: How U.S. Navy SEALs Lead and Win by Jocko Willink and Leif Babin.

Willink and Babin are former Navy SEALs who fought and led some of the most intense urban combat missions the Teams have ever engaged in, including the infamous Battle of Ramadi.

Willink commanded SEAL Team Three’s Task Unit Bruiser (where Babin served as a platoon leader) and received the Silver and Bronze Stars. Babin earned the Silver Star, two Bronze Stars and a Purple Heart as well for his efforts. Other notable SEALs who served under Willink include American Sniper Chris Kyle, Kevin Lacz (author of The Last Punisher), and Michael Monsoor.

Willink and Babin learned their lessons the hard way, through the “humbling trials of war,” from failure and loss as well as triumph. Having built up a wealth of knowledge on effective strategy they now train businesses in the application of their hard won principles of leadership, and have written Extreme Ownership as the go to reference for those interested in leading both in and beyond the battlefield.

The book is divided into three parts, here are the headings and a key concept (there are many more) from each segment:

Part 1. “Winning the War Within”

Own it: Blaming circumstances and/or other people for poor results or failure can absolve you of accountability for your actions, and that may appeal to those looking to avoid having to answer for bad decisions, but by abdicating responsibility you also cede control of your destiny to those who are bolder and willing to shoulder the weight. Owning success as well as failure forces you to be mindful of the necessity for constant improvement.

Part 2. “The Laws of Combat”

Keep it simple: Success does not have to be difficult, contrary to popular belief, great victories are not the result of some grand and elaborate plan, complex strategies do not necessarily win the day. Complicated plans often slow things down and create quagmires that are difficult to fight your way out of when things go wrong. To achieve your ambitions, you must be able to express your vision clearly and communicate the mission in the most straightforward of terms, keep the blueprint for victory simple and the actions to be taken explicit and unequivocal.

Part 3. “Sustained Victory”

Discipline Equals Freedom: How is that possible, isn’t discipline rigid? A structured path with no room for maneuver? A regimented, restrained structure doesn’t appear to allow for something as flexible as “freedom,” however it is in the well laid out framework of practiced routine that one finds a firm footing and the confidence to evolve and be creative. Once the basics are ingrained you don’t get bogged down in having to struggle through getting the fundamentals right, as you know the patterns for achievement like the back of your hand, if things go awry then the elemental principles can be tapped like a reflex, it becomes instinctive, freeing up your focus such that you can improvise and come up with new routes to success when necessary.

The grit and resolution of discipline is also a wellspring from which one can tap the strength to carry-on and strive. When challenges arise, most rely on motivating factors to drive them to adapt and overcome, however as Willink is fond of saying, “motivation is fickle,” and when inspiration runs out or is nowhere to be found, it is your discipline that will carry the day and deliver the will-power and control necessary to get the job done.

In Extreme Ownership, Willink and Babin deliver a tome fortified with compelling accounts of blood, sweat and tears, of what it takes to lead, build a high-performance team or fulfill the aspirations many have to simply better their lives. Salespeople in particular would do well to study the methods, actions and management skills of these master warriors, and the traits necessary to achieve and maintain victory in the toughest of situations, as many of these axioms are the same precepts that drive businesses and the executives that power them in the fight for success.

And salespeople are the tip of the spear in that battle.

 

 

Mastery – Mind Fuel For The Sales Athlete

Wednesday, February 22nd, 2017

universe-782697_640

 

 

 

 

 

 

 

 

 

 

Salespeople are the athletes of the business world, and much like those who compete physically and need to feed their bodies the best nutrition in order to operate at peak performance, as sales is a thinking person’e game, so must we nourish our minds.

What do you read, watch and/or listen to? Is it fortifying, inspiring and enlightening or, like junk food, is it wasting your abilities and deterring your performance?

Mind Fuel For The Sales Athlete – Tip #1 – Mastery by Robert Greene:

Genius or talent in a particular field is often built not inherited, achieving mastery is the key according to Robert Greene, author of The 48 Laws of Power, The Art of Seduction and The 33 Strategies of War.

Supreme tenaciousness and intensity of effort is the common thread woven across the success of great Masters such as Leonardo da Vinci, Albert Einstein and Thomas Edison according to Greene. Throughout the book he references fascinating stories and anecdotes of legends from a multitude of diverse sectors including architecture, art and psychology; from Benjamin Franklin to Rembrandt, Carl Jung to Frank Lloyd Wright, all in an effort to highlight the knowledge teased from history’s renowned experts.

So what does it take to achieve mastery? 

Greene’s principles include:
  1. Find your calling/seek to dominate a niche.
  2. Become an apprentice/find a mentor and follow the path established by the Masters.
  3. Gain emotional intelligence and craft the persona necessary to navigate the social environment in which you ply your trade.
  4. Become an original: acquire the knowledge and embody the rules that govern your sphere of influence, then recreate them to suit your ambitions.
  5. See what other cannot: immerse yourself deeply in the study of your field to evolve a higher-level intuition.
If you decide that selling is the profession for you, then don’t play at it, seek out the experts, study the craft and dominate your niche!
Sales champions are not born, they are forged, and masters are keepers of the flame that tempers sales steel.

 

Sell Magnetic

Saturday, March 28th, 2015

“An idealist is one who helps the other fellow to make a profit.” ~ Henry Ford

When you peel back the layers, all B2B solutions help vendors sell their products and services more efficiently, effectively and often (whether it’s a business process solution, inventory management system or finance package) anything that helps a business operate more competently and productively often helps it sell more prosperously.

And businesses will pay handsomely for solutions that help them generate more revenue.

If you want to sell B2B products and services, the type that will gain more than just the fleeting “first call” interest of your prospects, then you must uncover, understand and address the problems or challenges your customers face that hold them back from being as productive as they need to be, this is how 5% of all salespeople (the best) go about the business of selling.

When done in this way, the approach resonates, and it roots out/brings to the fore issues that the customer cannot afford to live with…

Leading to the purchase of solutions they cannot afford to live without!  

This type of approach to sales is also known as “Gap Selling,” a method that, as originally conceived (and as studied today when learning how to sell “consultatively”), attempts to exploit the “gap” that exists between a customer’s current situation and where that prospect would ideally like to be. 

However, a very small fraction of these top performers, the best of the best, understand and make use of a far more evolved and dynamic version of this approach – it is a very different form of the technique known to most, one that is powerfully unique from what has been taught up till now, a process not even the majority of this highly effective and prosperous 5% are aware of or are ever trained in. 

These elite sales people do something only the world’s best consultancies do when closing multi-million dollar deals…

Read “Sell Magnetic,” Lawrence Rosenberg’s new book on How to Sell the New Gap, download your copy here:

https://gumroad.com/l/BigL

Selling The New Gap

Monday, July 22nd, 2013

What’s Wrong With Sales and Right About Selling the New Gap

Sales is one of the world’s highest paying professions, and media sales (or knowledge/information sales) is among the most lucrative in the field. But, as with all sales, the economy of the last five years has weeded out those with weak skills and a sub par work ethic. The best still do very well, but it has become an industry where most just get by and a few make the lion’s share of commissions.

However, the top performers in our business are aware of a number of factors that prevent many from earning the type of money they did prior to the financial crisis and have taken steps to ensure their approach and sales process reflects these new dynamics.

3 Factors Which Define the “New Normal” 

  • Buyers are becoming ever more risk averse (pre crisis, the market was flush with liquidity and clients were looking for reasons to buy, now they look to avoid risk). 

  • While the sheer number of media offerings continues to grow, global marketing spend has decreased significantly, leaving more information/content providers battling it out for less available budget. 

  • To compete, media as a product is becoming more comprehensive. Many companies in the space now view themselves as knowledge/information providers and offer portfolio type solutions inclusive of events, print and digital publications, online news sites, market intelligence, social media, lead gen, e-mail marketing, etc.

In an environment such as this, the majority of spend allocation flows to a small fraction of media providers that couple the most versatile product with the best trained and most agile (and competitive) of sales forces.  

The rest fight for an ever-shrinking pie of ex-budget funds.

However, the single biggest differentiator between the haves and have-nots in media sales is not the product, but the approach. This is good news for sales people, it means they have the ability to alter their circumstances for the better, regardless of the grip other departments have on creating and developing product.  

Of course, the most dynamic companies look to include their sales force at the tip of the spear in probing and listening to the market’s demand for viable media solutions, but irrespective of where the salesman stands within his organization, if he engages his customers in the right way, he can join that small fraction of dealmakers who are doing just as well, if not better than they did prior to the economic downturn.

In order to understand how the elite salesperson continues to succeed and thrive in today’s marketplace, it’s important that we first take a closer look at how the majority of media/information based salespeople approach the business of selling.

(Product) Pushing the Prospect Around 

98% of media/information salespeople sell using a method known as “pitching product”, or push marketing. It’s a technique where the salesman pushes the features, functions and benefits of a particular product, and why the salesman believes it to be of value.  

The typical product pitch sounds something like: ”The beauty of what I’m selling is only outshined by the magnitude of what it will do for you – which is exactly why you must buy it…now!” 

However, when you push, you inevitably get resistance, prospects push back. This leaves the salesman with two possible options: confront or convince. 

Steamrolling the Prospect 

Talking “at” or down to the customer to let them know who’s in charge, or to “clue them in” on why they should consider themselves lucky to have received your call or bludgeoning them with rebuttals to objections that are borne only out of a ham-fisted, shove-it-down-their-throat approach, is a recipe for how to lose friends and alienate people.  

Confrontational selling is a lose-lose proposition

It’s Now or Never 

‪Pitching product (in order to be successful) relies on emotionally charged stories fuelled by intense urgency and ginned up enthusiasm all in hope of triggering an impulse buy, of convincing the prospect to make an impromptu purchase,.

If the deal does not close on the first call (and the vast majority do not), the magic moment passes and the sale moves to a second stage (typically involving additional members of the decision making unit and deeper scrutiny of the proposition). A process this particular approach was never designed to withstand.

Discount Kings 

As the sales cycle lengthens, and the excitement generated during the initial conversation fades, without a genuine need uncovered or addressed, the chances for a deal diminish greatly. And, for those product pitched deals that do make it through the multi-decision maker gauntlet, what are the results? 

As the push style of selling highlights functions, features and benefits, and as the functions, features and benefits of most media/information products (advertising, event sponsorship, e-marketing, etc.) are all “relatively” similar, the only unique differentiator between one product and another becomes cost, which is why most advertising/sponsorship salespeople get caught up competing primarily on price, discounting as part and parcel of their sales process and selling at ever lower and lower rates.

Hold on, I’m not a (Product) Pushy Salesman! 

As customers become far more sophisticated (and fastidious) in their approach to choosing suppliers, a number of media/information salespeople have abandoned the transactional style of pitch based selling and adopted some of the principles of those that sell larger ticket offerings rooted in longer sales cycles. Many salespeople in the space now consider themselves to be practitioners of a “consultative” method of sales known as solution selling.

Instead of pitching a particular product, when selling solutions, the salesman seeks to assess a prospect’s problems and needs via a question-based approach before attempting to sell an appropriate solution (product or service). 

However, for many in our space, “solution selling,” is really just pitch-based selling in disguise, the push method of sales dressed up in fancier clothes to better navigate the initial trepidation of prospects who have grown impatient and resistant to those cold callers who so often launch into hawking product within a few seconds of introducing themselves.   

Those that pitch product like to believe they are solution selling because they are engaging in a dialogue about their prospect’s “needs,” but what “needs” are actually being uncovered? Well, what types of questions are typically being asked? 

Two types of queries are usually asked in this faux solution sales cum product push environment: audience centric questions and/or product centric questions.  

Audience Centric Questions are designed to qualify the prospect’s target market, examples include… 

What regions do you focus on?

What type of businesses/consumers do you target?

What type of decision makers do you look to engage with?    

Audience centric questions often lead to product centric questions as the salesman naturally looks to build on his newfound knowledge of the customer’s target market by seeking to learn how they identify and communicate with their audience.     

Product Centric Questions are intended uncover and identify the prospect’s use of similar or competing media product. Some typical product based questions include… 

How do you go about generating leads?

How are you currently marketing your product?

What publications/websites do you currently advertise in?  

Do you sponsor events, conferences or exhibitions? 

Product centric questions are then followed by results driven questions, as the salesman looks to query the outcome or performance of the customer’s current activities. 

What types of results are you experiencing? 

Product and audience centric questions often only end up confirming that the prospect either makes use of similar solutions or targets a market the salesman can help with. At best these questions uncover dissatisfaction with results.  

These types of questions are obvious and far from compelling, the prospect is typically underwhelmed. Nothing mission critical is discussed and no need/problem unearthed so urgent that it demands a timely solution.  

Product and audience centric questions are designed to provide nothing more than a distraction to get past the gate and push product, as both lead to either “we can deliver/help you engage your target market” and/or “we can deliver better product/results than our competition” based pitches.

Selling the Sizzle 

So how does a product pitchman make the sale? By selling what he has, and although he has no solution, what he does have is a story, and the best product push sales people sell the sizzle, the steak, and the plate it was served up on.  

Unfortunately, with this type of approach, the thrill exists only in the white-hot enthusiasm generated during a “heat of the moment” style call, and if the rate quoted is not low enough to avoid further approval, the chances of an impulse purchase are less than zero. As, once the phone call ends and the spell the fast talking salesman has cast wears off, the prospect is left with nothing more than a half-baked proposal that must hold up to the skepticism of one or more risk-averse decision makers who will wonder: “do we really need this product?” and “do we need it at this price?” 

When the sizzle fizzles out, the steak goes cold!  

Reframe the conversation

No company wants to part with budget, particularly budget holders and their minions, especially when they are so good at spending it prior to the point at which you have contacted them. It is a rare cold call indeed when a salesman stumbles upon a prospect who says, “the timing of your call couldn’t have been any more perfect, I have a ton of budget to spend, what have you got!”

The number one excuse for holding up a deal when pitching product (or even when solution selling) overwhelmingly has to do with budget. Of course this can be abated with a skillfully positioned approach (especially when engaged in the right type of solution led conversation), for if a customer really wants what you have they will find the money, but for the most part decision makers and especially decision fakers (you know who I’m talking about, the messengers, those we like to refer to as influencers) or even worse, i2i’s (influencers to the influencers) just love to claim budget as the reason for not moving forward with a sale.

For those caught up pitching product, the reality of being forever faced with the budgetary woes/excuses of their prospects leads to a never-ending war of attrition, as the “numbers game” is all that can be counted on to thwart the endless claim that customer budgets have evaporated. And when product pushers do hit the lottery on a sale, it is a frictionless, highly discounted rate that moves the deal over the line. If you are pushing low cost/low value product then playing the odds as your best bet to success is a hazard of the job.

If, however, we want to change the odds in our favor, then we must actively seek to reframe the conversation. As almost all sales calls will lead to a second stage, we need a sales methodology that has impact and holds influence over the process beyond the initial enthusiasm of the first call. To do so we must engage in a different sort of discussion from those who merely pitch product. We must steer the conversation away from one that ends up in an assessment of product vs. price (an inevitability when push selling) and instead look to have a conversation that leaves the customer contemplating the magnitude of the problem he needs fixed, the financial gain in doing so and the minimal investment necessary to see such a return on investment.

The conversation we want to construct has the prospect moving on from the first call un-preoccupied by the trivialities of product vs. price, and rather has them engaged in the possibility of a cure to what ails them, we want our prospects contemplating the severe cost of problems, the business altering value of opportunity should plight be overcome, and the fact that a solution is within reach.  

And, while decision making units love to hold on to budget, what no decision maker in any organization wants to own is a problem, especially one that is getting in the way of hitting revenue targets. Executives that do not come up with plans to overcome challenges or take action to solve problems do not tend to last very long. 

Root Cause Selling 

What product and audience centric questions (as well as the salesman who deals in them) fail to take into account is why the product (or the audience for that matter) is needed by the prospect in the first place.  

Why would a prospect ever want to advertise in a magazine, on a website or sponsor an event?  

When asked this question, many sales people respond by saying that their clients invest in advertising or sponsorship because they want brand awareness, increased exposure, thought leadership, opportunities to network, build relationships, educate the market, make the business case for their solution, generate leads, etc. 

As sound as these objectives are, they are not the core reason why customers buy advertising space or sponsor events. They are merely routes (among many routes) to achieve the customer’s one true need…

The reason clients purchase advertising, sponsor events or do any form of marketing is because they want to… 

Sell more product!

The need to sell (more) product is the fundamental need all media opportunities address.  

Advertising and event sponsorship are powerful solutions that help clients overcome the challenge of selling their products and services more effectively, efficiently…and more often.  

And customers will pay handsomely for solutions that help them sell more product.

Solution-Led Selling  

If you want to sell a media/information/knowledge solution, one that will gain more than just the fleeting “first call” interest of your prospects, you must uncover, understand and address the problems and challenges they face in attempting to sell their products and services.

‪Uncovering, understanding and addressing the issues faced by prospects in bringing their offering to market, winning their next big contract or in simply selling more product, and only then offering the appropriate solution to help them do so, is how the top 2% of media/knowledge/information sales people go about the business of selling.

When done in this way, the approach resonates, and it roots out/brings to the fore issues that the client cannot afford to live with…

Leading to the purchase of solutions that clients cannot afford to live without!  

The Best of the Best  

The top 2% of dealmakers that sell advertising and sponsorship in this manner are noted for their ability to close business at higher value rates than their product-pitching colleagues.  

However, a very small fraction of these top performers, the best of the best within our business, understand and make use of a far more evolved and dynamic version of this approach, a process that not even the majority of this highly effective and prosperous 2% is aware of. These are the million dollar producers, dealmakers that regularly generate between $1,000,000 – $5,000,000 a year in sales.  

These elite sales people do something only the world’s best consultancies do when closing multi-million dollar deals…

Gap Selling  

Those at the very top of their game in media/knowledge/information sales practice a sales methodology known as Gap Selling. However, it is a very different version of the technique known to most, one that is powerfully unique from what has been taught up till now  

Gap Selling, as originally conceived (and as studied today when learning how to sell “consultatively”), attempts to exploit the “gap” that exists between a customer’s current situation and where that prospect would ideally like to be.  

The New Gap Selling methodology is just as simple in concept, yet far more sophisticated in its approach (and effective in its results) because it adds real value to the process.  

How does it work?

Unlocking Your Value  

We have already established that, in order to sell an advertising/marketing/sponsorship/lead-gen solution, we must uncover, understand and address the challenges faced by our prospects in attempting to sell their products and services.  

But, how can we truly expect to help our prospects overcome the issues they face in selling more efficiently, effectively, and more often, unless we also understand the challenges faced by those our prospects look to sell their products and services to…

Their customers!            

If you can identify the needs of your prospect’s customers (and potential customers), and communicate those needs (and the challenges faced in meeting those needs) to your prospect, then you are adding real, unique and extremely compelling value to the (sales) equation.  

But, how do you deliver this type of highly valuable intelligence to the process?

How do you come to know, understand (let alone be able to communicate) the (commercially solvable) issues and challenges faced by your prospect’s customers?  

Well, who is your prospect’s customer in relation to what it is we do in media, marketing and event production? 

Your prospect’s customer is your publication or website’s readership, they are your event’s speakers and delegates, they are the target of your market research.  

You not only have the access necessary to uncover this priceless data, but those that hold the key to this critical information are a proprietary (and captive) audience of your firm and its product! 

Uncovering the New Gap

Selling the New Gap is sublime in that, when you identify the disparity that exists between your prospect’s need to sell product, and his customer’s challenge in finding an appropriate solution, and communicate your understanding of the dilemma faced by both sides, you have exposed are far larger opening than the one which exists in getting your customer from point a to point b and in doing so perfectly positioned to bridge this new “gap” with your solution, bringing powerful value to both parties. 

Cultivating a Dialogue

So how do you develop/have this type of solution-led conversation?  

How do you add real value by becoming a source of actionable intelligence for your prospects (and clients) and offer credible insight that helps them understand their own customers better?  

And, how do you ask effective questions that ensure you uncover issues and challenges that your product can actually solve?  

Furthermore, how do you do all this without devolving into push style selling once the prospect is ready for a solution? 

How do you sell by not selling, convincing or pushing, but by simply giving your prospects what they will quite naturally request once you have engaged in the right type of dialogue and have asked the right types of questions?  

And, finally, how do you do this in an efficient, effective and persuasive manner? How do you package your dialogue and questions in a nimble and agile, yet meaningful and compelling way? 

Contact Lawrence Rosenberg 

lawrence.rosenberg@chasethechampionship.com 

uk.linkedin.com/in/rosenberglawrence/