Early in my sales career, I learned that being really good in sales wasn't about selling people but about getting people to buy. Semantics some of you may say but I feel there is a difference. Perhaps you're like me and prefer a reason to buy rather than being sold. And, before I will buy, I have to buy that I need what you offer whether logically or emotionally. In short, buyers like me want a clear reason to buy. Don't tell me what I need. Get me to tell you what I need and then satisfy me. I buy when I feel the salesperson understands my needs, has shown I can benefit from the purchase and has demonstrated that the return I will receive is greater than the price I will pay. The latter is not often done and results in lost opportunities because the salesperson has not quantified the ROI of their product or service. The process has to feel to flow naturally. I buy to solve my problems—even ones I may not know exist at first and only when there is a compelling r
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Revenue capture is a company responsibility, not just the sales/biz dev team's. The sales process does not end with the signed agreement. As a technology or professional service firm, you are always selling. You must sell new prospects as well as continue to sell existing customers. You should build a companywide program that manages the three stages of revenue capture which include: 1) the pre-sales stage 2) the sales stage 3) the post-sales stage These stages are not silo steps but are linked together by your marketing, strategy, sales and financial management processes to create an integrated business growth model. It's hard enough to sell - don't let your company be a competitor too. It's about everyone being on the same page. I received an email today from Paul DiModica which drove home these points.