Helposter Blog

When I first moved to Seattle, I worked for 9 years as a paint contractor. It is amazing the lessons I learned from this field, that I now carry into the field of sales. For example, before anyone can paint, you must plan what colors and textures you would want. You must have a vision of the finished product before you start. Next will come the preparation work. Before you apply a long-lasting, beautiful finish, you must “prep” the surface by washing, spackling, caulking, or priming. The actual painting comes only after you have spent countless hours preparing for it.

Vision

In sales, you must have a clear vision of what you do, and where the process will lead us. Much like visualizing how something will look when we have completed applying our finish, you also must have a vision of a quality presentation on the benefits of your service or product.

Preparation

Preparing our sales presentation requires that you accumulate all of the necessary information, and gather the needs or desires of our prospect. Just like sanding, priming, and spackling insures adhesion of a paint to the surface, your gathered information will bond your presentation and demonstration the prospects’ interest. Much time and work will go into this part of the process, and the “glory” part; the actual selling, will have to wait until we are satisfied that we have all of the information.

Finish

If all necessary “prep” work is done, and the surface is ready then the finish is applied. Just like painting, the sales process should continue only when the prospects’ needs have been completely understood, and you have set the stage for your solution. This will insure a long-lasting, and beautiful relationship with the client, and set you apart from the “average”. Now you can tailor your presentation to your client.

So, if you spend a little more time on the prep work (gathering information and building rapport), then your finish (presentation and demonstration) will adhere better, and yield a more desirable outcome.

Michael Niles is a Seattle based sales trainer, speaker, and coach. He can be reached at 206-229-3119, michael6941@hotmail.com, or http://www.focustrainingsystems.com.

The heart of any successful business is a successful sales force. You can have the best innovation, technology, product, marketing, operations and customer services, but if you do not have an excellent sales force, all the rest quickly becomes overhead. While every sales force organization is different, there are certain key elements that different the average sales teams – no matter how small or how big – from the excellent ones.

Training. The best sales forces spend considerable time training new people. They must know more about the product they are selling than anyone in the organization. They must be able to answer any question. And training is not just up front for the new people. Training is on-going. No just with new products and offers, but in sales skills, all aspects of your company and about the competition (more on that later). Training is essential to sales excellence.

Territory. There is no one right answer to how sales forces should be organized and what territory model works best. By industry? By geography? By account? The bigger the company, the more complex the territory models are. The model that seems to work best is that small and medium sized accounts are split on a geographic basis. Then the largest (or named) accounts are on a national or even global basis. In that the largest accounts require the most “hand holding” and have the longest sales cycles, it does not make sense to align these accounts geographically.

Sales force retention. This point is a bit of chicken and egg. Successful sales people should be compensated in such a way that they will next want to move on or quit what they are doing for a company. Low turnover of the top sales people is essential. But low turnover is essential for all accounts. Most sales are based on relationships and knowledge of the product or offer. New sales people may not have the relationships or the knowledge of the company’s specific products and offers. Clearly, poor performer must go. But the successful sales people – and even those who are not at the top but achieve their quotas are essential to retain.

Face time. The value of a sales person is on the phone or face to face with customers. The more time a sales person is doing paperwork or involved in back office processes not related to either training or customers is sales time wasted. Sales people need to spend the great majority of their time either interacting with a potential customer, a current customer or in training to have sales excellence.

Easy to do business. It is amazing how companies make it nearly impossible for sales people to do their jobs. To achieve sales excellence, a company must develop processes that make it as easy for sales people to turn their relationship into a sales through a contract and then for that to be fulfilled through an efficient order process. The more paperwork the sales person has to do, the less effective they will be. Additionally, the more support the sales person has to provide back into the company on behalf of the customer for the contract or order fulfillment, the less time they are spending generating more sales and revenue. Think about the value of the sales people in your organization and how they are actually spending their time.

Sales centric model. Businesses that do all they can across the organization to support the success of the sales people generate more revenue and grow. Whether it is R&D, product management, marketing or customer service, all functions should be aware that nothing is more important that to make the sales team successful. And this should be tied into their individual and team objectives too.

Leadership. There is an old adage about the best sales people not making the best sales managers. This is often true. But the fact is that the first choice for sales management should be people who have been effective in sales. This may not be the number one sales person. But having the combination of sales experience plus leadership and management skills are combinations that are critical for sales team success.

Business intelligence. Whether it exists in marketing or elsewhere in a company, someone should be responsible for business intelligence. Just as in the military and the government there is need to keep an eye on the enemy and know everything you can about them, the same holds true in business. This function needs to know and provide the sales force and management with the latest on: top competitors strategy and tactics including products, technology, marketing and pricing, big wins, big losses and any other facts that can be useful in building and winning sales.

Compensation. Sales compensation needs to be at least competitive for the industry and geography the company operates in. Most sales people are on a combination of base salary and commission. The best sales people want a higher percentage of commission. The more successful they are the more they can earn. A couple of points on this. Sales people should be on at least 50% commission. There should be no cap on what they can earn based on their quotas. Finally, find a sales compensation plan that works and stick with it. Changing the sales compensation plan every year will only guarantee confusion and discontent among the sales force.

Sales excellence is often thought to be as much of an art as a science. This may be true. But successful sales people need specific support and infrastructure to be successful. Following the points outlined above, combined with smart and aggressive sales people will insure sales excellence in any business or organization.

George F. Franks, III is the founder and CEO of Franks Consulting Group, a Bethesda, Maryland based management consulting and leadership coaching practice. George is a member of the Institute of Management Consultants (USA) and the International Coach Federation. He can be reached at gfranks@franksconsultinggroup.com
Franks Consulting Group is on the web at:
http:franksconsultinggroup.com
George’s weblog is:
http://consultingandcoaching.blogspot.com

Turn voice mails into a cold calling journey of discovery!

Most people who still use the traditional cold calling mindset look at voicemail as a dead end. They say to themselves, “Oh well, I may as well leave a message and hope he calls me back.”

This almost never happens, and we know it. But we’re often so relieved not to have to talk with someone, that we leave a message anyway. We avoid dealing with another person’s potential negative response to us and we avoid being challenged by the receptionist as well.

By the time the day is over, we might feel good because we’ve played the “numbers game” and made a lot of calls. But our productivity has been minimal. And over time that can make us feel frustrated by our experiences in cold calling.

With the new approach to cold calling, voicemail is an opportunity for discovery. It leads us beyond voicemail. Voice mail becomes a starting point for you begin the process of locating the person you’re trying to contact.

Our objective is not to pursue people to make a sale in this new way of cold calling. It is to uncover the truth of their situation and to be okay with the outcome, whether it’s a “yes” or a “no.”

So we can begin to feel more comfortable hitting “0″ when we get someone’s voicemail. Because we then have an opportunity to go back to the receptionist and begin a dialogue based on asking for help.

Here’s how the dialogue might go:

“Hi, maybe you can help me out for a second? I’m trying to get hold of Mike and I got his voicemail. Would you happen to know if he’s at lunch, or on vacation, or in a meeting by any chance?”

Here, you aren’t just asking to find Mike. And you’re also providing possible solutions to finding Mike. This helps the receptionist feel as if he or she is part of the problem-solving process.

The receptionist is likely to offer one of two responses. The first is, “Yes, he’s in a meeting (or at lunch or on vacation) and I’m not sure when he’ll be back at his desk.”

This answer has just given you a lot more information than you would have if you had just left a voicemail. Now you know your contact’s whereabouts in real time and you can call back at a more appropriate time.

The second response is, “No, I don’t know where he is.” In this case, you would reply, “That’s not a problem…” This low-key statement diffuses any possible pressure that the receptionist might be feeling about not being able to answer your question.

You can then continue with, “Would you happen to know anyone whose desk or office is near him or who works in his area who might know where he is?” Again, you’re offering another option for solving the problem. In many cases, the receptionist will then transfer you to a colleague of your contact who can help you determine his or her whereabouts.

The receptionist may also reply, “No, I don’t know anyone in his area.” You then say, “That’s not a problem…” and offer, “Would you happen to have a paging system or his cell phone number by any chance?”

If the receptionist replies, “Sorry, we don’t have those,” then at that point you can say, “Thank you very much. I really appreciate your help. And then hang up, and call back another time.

Does the idea of paging potential clients or calling them on their cell phone make your stomach clench up? Are you thinking that you can’t cold call people that way because they might reject you?

That fear is only to be expected if your agenda is to sell something to the person. In other words, if you’re still using the traditional sales mindset. But once you master the new cold calling perspective, you’ll feel comfortable calling anyone, any time, using any mode.

As long as you’re 100 percent focused on your potential client’s world, you’ll find that people will be receptive to you. You can easily navigate throughout an organization with the type of dialogue described above, because you’re asking for help in a relaxed manner and you never put anyone on the spot.

Suppose that your efforts to locate your contact in this way fail. At that point you can leave a voicemail, but it should always be your very last option. Here’s an example of an appropriate cold calling voicemail:

“Hi John, maybe you can help me out for a second? I’m not sure if you’re the right person or not, but I’m trying to reach the person responsible for reporting problems about unpaid invoices. My name is John Edwards, my number is…”

Try this way of approaching the situation of voice mails, and you’ll be surprised and pleased at how often it becomes a highway instead of a dead end.

Ari Galper, founder of Unlock The Cold Calling Game, makes cold calling painless and simple. Learn his cold calling secrets even the sales gurus don’t know. To receive your 10 free audio mini-lessons visit http://www.Unlock-The-Cold-Calling-Game.com

Have you ever been shopped by your competition and they call up and ask questions and you put a salesperson on it to see if they can answer all their questions and turn the incoming call into a sales call. They ask all sorts of questions and your sales person answers to the best of his ability, even often kind of over stepping company policy bounds of the information given to hopefully make the sale and not sound rude?

Well imagine how the sales person feels after he figures out the hot prospect is nothing more than a dirty rotten competitor trying to trick them? Imagine how upset you are when you find out the sales person just told him about 4-5 of your newest accounts and some deals which are not completely closed yet. Obviously with your competitor having this knowledge he hung up the phone and is now scheduling a meeting with those potential clients. Remember you best customers are your competitions best prospects.

Sometimes sales people need to be on a “need to know basis” for this reason for fear they will give out too much information to competitors. Even a purchasing agent customer might show you bid to a competitor to get them to lower the price or give better terms. It happens all the time. Government purchasing agents are the worst sleaze of all in this regard and if your salesman runs of the mouth too much you might find your company loses more sales than he gains for you. Consider all this in 2006.

1. Tell your prospects that you offer free delivery. This may cost a little money, but, you will gain the extra customers to make up for it.

2. Tell your prospects that you offer a lower price. If you can’t afford to offer a lower price you could always hold the occasional discount sale.

3. Tell your prospects that your product achieves results faster. People are becoming more and more impatient and want results fast.

4. Tell your prospects you’ve been in business for a longer period of time. People think if you’ve been in business longer you have more credibility.

5. Tell your prospects that your product tastes, smells sounds, looks, or feels better. When you target the senses you’re triggering human appeal.

6. Tell your prospects your product is compact or light. People may want to take the product on a trip or don’t have much room where they live.

7. Tell your prospects that your product lasts longer. People don’t like to spend more money purchasing replacement products all the time.

8. Tell your prospects that your product is easy to use. People don’t want to buy a product that they have to read a 100 page instruction manual.

9. Tell your prospects that your product has better safety features. People want to feel safe when they use your products.

10. Tell your prospects that you stand behind all your products. People want to know that you back- up any claims you make about your product.

Being a sales executive requires tenacity, dedication and a skillful plan. Many of us have been in situations where we reach that unwritten fine line between being a salesman and becoming obsessive in our desire to “Make the Sale”

Did you ever think that perhaps in direct sales, there’s a fine line between being persistent and stalking your customer?

Over the years that I have been involved in the sales and motivational development process with salespeople, that invisible line is usually drawn at about once every 6 weeks.

So given that you only have once every 6 weeks to make a direct impression on your “B” and “C” list prospects, how is it possible to make the greatest impression can you make sure those follow-up calls have the greatest possible impact?

This week, let’s go back to what I will refer to as “the science of sales”, and dissect a typical opening call that I hear 80% of the time when I’m coaching and mentoring new salespeople:

“Hi Jim, this is Eugene, from RCI, we are the people you met with during your time share presentation at the Grand Mayan Palace in Cancun, Mexico. How are you today? Great!

I’m just calling to check in and see if anything has changed since the
last time we spoke, when you were at the resort?”

Did you spot what’s wrong with this opener – and why?

I see at least three big mistakes, any one of which could cost you a potential sale.

Mistake #1: “How are you today?”

Please, please, please never use an opening statement that starts with
“How are you today?”

Why? Because all it does is remind your customers of
all those dinnertime calls they receive from telemarketers. Are you a
telemarketer? I didn’t think so. So don’t act like one!

Besides, do you really believe that your customers actually think that you are even listening to the answer? Are you listening to the answer? You know the answer, Of course not!

So remember: your prospects see through this opening question
just as easily as you do whenever a telemarketer (or less professional
salesperson) calls YOU.

Instead, try this rapport-winning phrase:

“Did I catch you at a bad time?”

This works well because it points out the obvious, and that makes the
customer laugh.

Of course it’s a bad time! Any non-scheduled call is an interruption, and no interruption ever comes at a “good” time. After all, if all your customers spent their days just waiting at their desk for you to call, then being in the business of sales would be too easy!

Mistake #2: “I’m just calling to check in and…”

As a sales executive, you need to become someone that the potential client trusts, Are you their mother, or their sales representative?

Seriously, are you really calling just to check in or check up? If so, either you’ve got a lot more
time on your hands than I do, or else it’s time to seriously consider a career change!

First, start by removing the word “just” – it makes you sound unimportant, and your call seem like an afterthought.

Instead, replace it with something like: “The last time we spoke, you…

” By mentally taking the customer back to the last time you spoke with them in person or on the phone, you remind them of your relationship, and prove that you are carrying through on what you were asked or promised to do.

Nothing builds rapport better than a promise kept.

And as we know for a fact that BUILDING RAPPORT LEADS TO TRUST, AND TRUST LEADS DIRECTLY TO THE SALE, WHICH LEADS TO A LOYAL CUSTOMER!

Mistake #3: “…to see if anything has changed since the last time we
spoke.”

DO NOT BE VAGUE! In this age of instant communications with the internet and international satellite phones, your prospects don’t have the time to try to decipher why you’re calling – and neither do you.

According to a study conducted by the American Association of Professional Organizers, the average executive has over 52 hours of unfinished work on their desk every day. Our experience in today’s market shows that if a prospect doesn’t understand the purpose of your call or your presentation within the first 30 seconds, 99 times out of 100, they will simply lose interest, stop listening and start looking for a way to get you off the phone.

(Does the phrase, “Please send me some information,” sound familiar?)

State up front exactly why you are calling, and your prospects will appreciate your openness.

To complete what we started in the response to Mistake #2, try tying your opening statement back to something specific the client requested on your last interaction, like: “The last time we
Spoke at the Resort, you mentioned that you wanted me to call you if there was any way that I could save you some money before we have our annual price increase…” or

“The last time we spoke, you mentioned you were looking for someone in the Cancun, Mexico area with experience in this industry, and I really enjoyed our meeting and I was thinking about you!”

Breaking the rules

By the way – there are ways you can stay in touch with your prospects more often than once every 6 weeks, and still not be considered a stalker.

Just use a combination of direct contacts (the phone) with indirect contacts (email or mail).

In fact, I’ve found that using the phone exclusively is generally NOT the best way to stay in touch with prospects. Instead, I recommend that sales reps use a variety of means to reach their prospects.

Mix up a phone call with an email, and then later maybe send them an individualized hard copy mail piece – not a generic corporate brochure, but something that’s relevant to them, like an article you clipped from a magazine with a personal note, a celebration card recognizing their
Anniversary or an invitation to return to the resort and “If they are in town, perhaps we can get together for dinner!

To make things simple and to get you started, try the following schedule:

* Week 1: Follow-up call with action items noted for the next direct contact.

* Week 3: Company email newsletter, announcement or article. It doesn’t really matter what, provided it is content-rich and NOT an advertisement. After all, this contact is intended to increase your credibility, not weaken it.

* Week 4-5: Another indirect contact such as a birthday or anniversary card, a note in the mail with a newspaper clipping they might be interested in, or an email with a newsworthy article about their industry. This contact is designed to strengthen your personal relationship, and will help you continue to build rapport.

*Week 6-7: Follow up again with another direct phone call

Finally, a last piece of advice: when making a follow-up call, make sure you’re never in a position where you’re still thinking about what you’re going to say while the phone is ringing.

Even if you’re a veteran salesperson, pick up a pen and script the first 45-second “opener” of your next call right now. Then, look in a mirror and say it out loud.

Would you listen to you? If not, hang up, and try something else!

To Your Continued Success,

Robert Paisola

About the Author

Robert Paisola is driven by a passion for people–motivating them to reach for the highest standards of success. As founder and president of many International Corporations, Robert trains sales and marketing professionals who want to strive to get to the top…and stay there. His innovative, no-nonsense approach is based on applying what he has observed in his fifteen-plus years in sles, motivational speaking and training, thus revealing the common business habits of the top 20% of sles performers in all organizations.

Robert’s approach works…that’s why New York-based Success Magazine has rated Robert Paisola as one of the top-five most effective sles-training professional in the market today. Routinely Distinguished by The National Speakers Forum, Robert is also a regular contributor to Business Week Magazine, CNN, CNNFN, XM Satellite Radio, The Wall Street Journal, Telemundo International, National Public Radio and many other organizations.

For more information on Robert Paisola’s unique training programs, contact Robert at the Success Training Institute at robert@trumpworldwide.com or at 1-877-517-9555 or visit http://www.allexperts.com/displayExpert.asp?Expert=38419

A lot is written and talked about in regard to closing sales and in the traditional wisdom of sales experts, “closing” is regarded as the vital skill that sales people need to be successful. I would like to share my experience about “closing” and tell you why I think focusing on closing the sale is actually a non productive and destructive activity and tell you what, in my experience, has proved to be a better selling strategy.

In traditional sales books and training courses, a lot of time is given to closing and there is often a lengthy section on closing techniques. It is thought that if you have 57 different ways to close the sale up your sleeve, you can keep on closing until the poor customer gives up the fight and says, “Yes.” My experience of this style of selling is that it creates confrontational situations which create resistance in customers, high stress selling situations and ultimately, highly stressed, burnt out sales people who become unproductive and eventually quit their job. Sure, there are the highly successful superstars of selling who operate this way and we can all look at them and say, “If they can do it, why can’t anyone?” My answer to that is that there are some people whose personality is so strong that they never take no for an answer in any situation and they are usually quite obnoxious people when you get to know them. Most people aren’t like that and most people cannot sell successfully using that style. Yet, as managers or sales people ourselves, that style is all we have been taught, so we perpetuate it in our selling approach and in training our sales people. And we end up being frustrated that our sales results just don’t measure up and we have high turnover of sales people because they just don’t get the results we expect.

One of the motivational tools used when sales results take a downturn is that we say, “Selling is a numbers game.” Now that statement is true, but have you really taken a look at the numbers? Some of the ratios are so bad that I can’t believe that we actually accept these results as the norm and keep pushing ourselves or our people to work this way. Yesterday I was reading about someone else’s sales approach and they actually said that it takes them, on average, 600 cold calls to get a sale. His response to this was to suggest that the calls be short and to the point. Fair enough if that is the only option. My response, as any of you who are starting to get to know me will anticipate, was, “You’ve got to find a more efficient system.” Even in less extreme cases, where I have experienced a one in ten success ratio, I have found that sales people cannot keep up a sustained effort in the face of continual rejection where they fail in 9 out of every 10 attempts. What would we say if the guy kicking for penalties or conversions in the football team missed 9 out of 10 attempts? Or what about a batter who struck out 9 times out of 10 times at bat? I’m sure they wouldn’t be on the team for very long. Yet we persist in insisting that our sales people keep doing the numbers to get the one in ten that is a success.

I take my hat off to the sales people who can succeed under these circumstances. They must have the determination and stamina of an ox. However, having been taught the traditional selling approach, with the heavy emphasis on closing, I couldn’t do it and I went on a search for a better way. The good news for any of you who struggle with the stress and low success rates of the traditional method is that I succeeded in my search. There is a better, less stressful and ultimately more successful way to sell. The approach is based upon finding people who really want and need your product or service and letting them buy it. I don’t know what all the emphasis on the traditional approach is about, when the answer is really so simple. What could be easier than allowing someone who desperately wants what you have to offer to buy? I don’t know about you, but I don’t have any trouble selling in those circumstances. My strike rate is pretty close to 100% when I sell to someone who wants my services. It only gets difficult when I try to sell to someone who doesn’t think they want it.

There are two major differences between the traditional approach and my less stressful approach. The traditional heavy closing approach is based on the premise that customers are scarce and if I get the opportunity to talk to anyone I must do every thing I can to convince them to buy. The second element is that the traditional approach is all about my need to sell, rather than what the customer wants. My less stressful approach, in contrast, is based on the knowledge that there are many potential customers in the market and my effort should be put into finding the ones who are ready and willing to buy my services. If I let enough people know about my service and let them experience what I have to offer in small samples, when the time is right, they will seek me out. The second part is that this approach is totally based on the customer’s needs, rather than mine. My clients trust me because they learn that I am not out to rip them off, which is so much an element of resistance in the traditional sales approach. The emphasis in my approach is in “opening” relationships not closing “sales.” Most of my effort goes into developing tools which attract the attention of my potential clients because they provide some element of value to the client. By consistently demonstrating my value, which is something I enjoy doing as opposed to the stressful tasks of cold calling or spending time in stressful “closing” situations with potential clients who aren’t ready to buy, I attract enough interest to create sufficient inquiries from customers who want my services and are ready to talk to me with minimal resistance.

I have found that this approach doesn’t just work for me, but it applies in most if not all sales situations. The approach means working more on the start of the process – opening – than putting the pressure on the end of the process – closing. You can develop effective and efficient sales processes by focusing on what customers want and finding low stress but high impact ways to let them know that you have what they want. If you do a good job of selling by identifying customer needs and matching your offer to what they want, you don’t need 57 different closing techniques to finalise the sale. All you need to do is say, “That seems to be what you want. How would you like to pay for that?”

© 2004 Greg Roworth

Greg Roworth is a business consultant and author of “The 7 Keys to Unlock Your Business Profit Potential.” With over 25 years practical experience in business ownership and management, Greg has, over the last 12 years, worked with hundreds of small and medium size enterprises, assisting the owners to grow their business profitably and at the same time reduce their stress levels. His successful business development program results in development of a business that works so well that the owner doesn’t have to.

Discover how to achieve better results at http://www.progressivebusinesssolutions.co.nz

I receive e-mails on a regular basis from people who state that cold calling is working perfectly well for them and that they’ve become quite successful by it. That’s fine – as I’ve always said, if it works for you, then keep doing it. My materials are for people who either are not getting results from cold calling, or who simply do not enjoy it and do not want to do it anymore.

If you feel that cold calling is working just fine for you, this chapter is for you. The
problem with being satisfied with the results of cold calling is that you fail to see
cold calling’s biggest flaw and why it imposes strict limitations on your sales
production.

Here’s something to think about. Even if cold calling is working for you, you’re
failing to use the amazing power of LEVERAGE to your advantage. What I’m getting
at is the fact that as a cold caller, you can only make one call at a time or knock on
one door at a time. Add into that the fact that you must also fit appointments and
other work such as generating proposals into every business day, and your ability to
make a large number of quality cold calls diminishes rapidly.

Here’s the pattern I typically see – and that I experienced myself – with people who
rely on cold calling for generating business, and who feel that it’s working for them:

Month 1: Sales are down. Most free time is spent cold calling. Leads are
generated and plenty of first appointments take place but the salesperson falls short
of quota for the month.

Month 2: Numerous second appointments take place and proposals are
presented. The salesperson spends lots of time working to close sales and is
successful. Quota achievement is far in excess of 100% this month.

Month 3: The salesperson spends plenty of time on customer service issues this
month, and following up with all the customers who bought last month. After all,
it’s normal to be busy with these issues after a huge month. By the end of the
month, everything is taken care of, but sales are in the gutter and far below quota
this month because most time was spent taking care of all those issues, and to
make matters worse, the pipeline is now empty and there are no more prospects to
work on. The cycle starts all over again with month 1.

As you can see, this cycle of cold-hot-cold guarantees failure and is one of the key
reasons why cold calling rarely, if ever, results in success. If anything, it allows
salespeople to make quota every third month, barely avoid probation, and therefore
keep their jobs.

By contrast, systems of self-marketing allow you to use the power of LEVERAGE.
Let’s say you do well at cold calling and continue to make, say, 30 calls a day. What
if you could put systems into place that effectively made an additional 300 calls per
day while you’re free to do other things? If your 30 calls per day generated one hot
lead, wouldn’t a system that performs the equivalent of 300 calls generate 10 hot
leads in a day?

This is the power of leverage, and this is where those who rely solely on cold calling
are missing out. If cold calling works for you then keep it up, but doesn’t it make
sense to add to it and increase your number of leads exponentially? Then you’ll be
so busy with all the appointments that you really will drop cold calling after all – you
won’t have time for it anymore with so many people calling you, ready to buy!

Frank Rumbauskas is the author of the hit sensation “Cold Calling Is A Waste Of
Time: Sales Success In The Information Age”. His training and products teach
salespeople how to generate hot leads without cold calling and how to keep their
power and remain in control of sales situations. For more information please visit
http://www.nevercoldcall.com