Sales and Sales Management Blog

July 24, 2008

3 Great Prospecting Techniques that Will Bust Your Pipeline Open

Filed under: Uncategorized — Paul McCord @ 6:49 am

Salespeople are waking up every morning wondering where they’re going to find this month’s commission check. And although the signs of an economy that was headed for a major slowdown if not a recession have been around for almost two years, few salespeople took the time and invested the effort to prepare by learning more effective ways to find and connect with quality prospects.

The good news is it isn’t too late to change your prospecting and personal marketing strategies so they more closely match the way prospects want to be connected with and that will identify and engage more high quality prospects. You can learn techniques that will open more doors, identify more high prospects, and generate more sales.

How?

Today McCord Training is offering three one-hour tele-seminars, each deals with a separate technique of reaching quality prospects.

Never a Cold Call, Always an Introduction 1PM Central

Cold calling is a time intensive process that is frustrating for the salesperson and irritating to most prospects. Prospects have assistants, voice mail, caller ID, and other gatekeepers in place. Why? Not because they want to talk to you but because they specifically DON’T want to talk to you. Does it make sense to bang the phones trying to connect with people who you KNOW don’t want you calling?

No, it doesn’t. And you don’t have to. You can learn to turn those cold calls into real connection calls by learning how to gather the information you need before hand to be able to call the decision maker with real information about specific issues you know they have and must deal with. You can turn your cold calls into referred calls that make your call a welcome, informative call that engages your prospect’s attention and gets you appointments.

The First 10 Seconds 3PM Central

If you do cold call, you have only about 10 seconds to grab your prospect’s attention. If you can’t get their interest in 10 seconds, your call is going nowhere. Learn 4 techniques to immediately grab and retain your prospect’s interest. Learning to get your prospect’s interest will significantly improve your appointment setting ratio.

The PWWR Referral Generation System 5PM Central

Referrals are touted as the single best, most cost effective marketing method any salesperson has. Yet few salespeople are successful at acquiring a large number of high quality referrals from clients. Why? Because what they’ve been taught about referrals doesn’t work. They been taught to just “do a good job and ask for referrals.” That’s about the worst advice you can get. They’ve been taught that clients want to give referrals. The truth is clients hate giving referrals and most salespeople know that and consequently don’t ask. They’ve been taught getting referrals is a no brainer-just ask. It isn’t-it requires understanding human nature and forming a process that conforms to the way clients think and respond and to their interests and goals, not the salesperson’s.

But referrals can be the most effective, highest ROI prospecting method you have. You just can’t do it the way you’ve been taught. Generating a large number of high quality referrals requires a disciplined, predictable, client centered process that prepares the client to give referrals, lets the client know why giving you referrals is in their best interests and that makes giving a large number of high quality referrals easy for the client.

Change your 2008 results on July 24. Whether you want to learn how to be more effective at cold calling or you want to learn more effective prospecting methods, there’s a seminar for you.

Register for 1, 2 or all 3 seminars

Register for any individual seminar $67.00

Register for any two $114.00 and save 15% off individual registration fee

Register for all three $151.00 and save 25% off individual registration fee

Register NOW

July 3, 2008

Happy July 4th–Download a Copy of the Declaration and Constitution

Filed under: Uncategorized — Paul McCord @ 2:03 pm

I wish all a happy July 4th.

Most of us in the US will celebrate by relaxing, enjoying family and friends, overeating, and playing too hard. But while we’re having a good time, I encourage each to reflect on just how fortunate we are to live in a country with the wealth and opportunities the US provides us, to thank those who have sacrificed over the last two hundred years so that we might have the freedom, the resources, and the luxury of spending the day doing nothing, and to maybe even read the Declaration of Independence below and the Constitution (PDF copy attached). Even as we celebrate our freedom there are men and women around the world trying to scratch and claw their way to freedom while others are trying equally hard to enslave them. We should be ever mindful that for the fortune of having been born in a country founded on the concept of personal freedom and the right to choose our own course, we could very well be among those trying desperately to get what we already have. Nevertheless, we must also be ever vigilant, keeping a close eye upon our own government, as there is nothing sacred about our government and it is subject to the same scrutiny and the same consequences as King George’s should it fail the people as did Britain with the American colonies.

THE DECLARATION OF INDEPENDENCE:

In Congress, July 4, 1776,

THE UNANIMOUS DECLARATION OF THE
THIRTEEN UNITED STATES OF AMERICA

When in the Course of human events, it becomes necessary for one people to dissolve the political bands which have connected them with another, and to assume among the Powers of the earth, the separate and equal station to which the Laws of Nature and of Nature’s God entitle them, a decent respect to the opinions of mankind requires that they should declare the causes which impel them to the separation.

We hold these truths to be self-evident, that all men are created equal, that they are endowed by their Creator with certain unalienable Rights, that among these are Life, Liberty, and the pursuit of Happiness.

That to secure these rights, Governments are instituted amongMen, deriving their just powers from the consent of the governed.

That whenever any Form of Government becomes destructive of these ends, it is the Right of the People to alter or to abolish it, and to institute new Government, laying its foundation on such principles and organizing its powers in such form, as to them shall seem most likely to effect their Safety and Happiness. Prudence, indeed, will dictate that Governments long established should not be changed for light and transient causes; and accordingly all experience hath shown, that mankind are more disposed to suffer, while evils are sufferable, than to right themselves by abolishing the forms to which they are accustomed.  But when a long train of abuses and usurpations, pursuing invariably the same Object, evinces a design to reduce them under absolute Despotism, it is their right, it is their duty, to throw off such Government, and to provide new Guards for their future security.

Such has been the patient sufferance of these Colonies; and such is now the necessity which constrains them to alter their former Systems of Government. The history of the present King of Great Britain is a history of repeated injuries and usurpations, all having in direct object the establishment of an absolute Tyranny over these States. To prove this, let Facts be submitted to a candid world.

He has refused his Assent to Laws, the most wholesome and necessary for the public good.

He has forbidden his Governors to pass Laws of immediate and pressing importance, unless suspended in their operation till his Assent should be obtained; and when so suspended, he has utterly neglected to attend to them.

He has refused to pass other Laws for the accommodation of large districts of people, unless those people would relinquish the right of Representation in the Legislature, a right inestimable to them and formidable to tyrants only.

He has called together legislative bodies at places unusual, uncomfortable, and distant from the depository of their public Records, for the sole purpose of fatiguing them into compliance with his measures.

He has dissolved Representative Houses repeatedly, for opposing with manly firmness his invasions on the rights of the people.

He has refused for a long time, after such dissolutions, to cause others to be elected; whereby the Legislative powers, incapable of Annihilation, have returned to the People at large for their exercise; the State remaining in the mean time exposed to all the dangers of invasion from without, and convulsions within.

He has endeavoured to prevent the population of these States; for that purpose obstructing the Laws of Naturalization of Foreigners; refusing to pass others to encourage their migrations hither, and raising the conditions of new Appropriations of Lands.

He has obstructed the Administration of Justice, by refusing his Assent to Laws for establishing Judiciary powers.

He has made Judges dependent on his Will alone, for the tenure of their offices, and the amount and payment of their salaries.

He has erected a multitude of New Offices, and sent hither swarms of Officers to harass our People, and eat out their substance.

He has kept among us, in times of peace, Standing Armies without the Consent of our legislatures.

He has affected to render the Military independent of and superior to the Civil power.

He has combined with others to subject us to a jurisdiction foreign to our constitution, and unacknowledged by our laws; giving his Assent to their Acts of pretended Legislation:

For quartering large bodies of armed troops among us:

For protecting them, by a mock Trial, from Punishment for any Murders which they should commit on the Inhabitants of these States:

For cutting off our Trade with all parts of the world:

For imposing Taxes on us without our Consent:

For depriving us in many cases, of the benefits of Trial by Jury:

For transporting us beyond Seas to be tried for pretended offences:

For abolishing the free System of English Laws in a neighbouring Province, establishing therein an Arbitrary government, and enlarging its Boundaries so as to render it at once an example and fit instrument for introducing the same absolute rule into these Colonies:

For taking away our Charters, abolishing our most valuable Laws, and altering fundamentally the Forms of our Governments:

For suspending our own Legislatures, and declaring themselves invested with power to legislate for us in all cases whatsoever.

He has abdicated Government here, by declaring us out of his Protection and waging War against us.

He has plundered our seas, ravaged our Coasts, burnt our towns, and destroyed the Lives of our people.

He is at this time transporting large armies of foreign mercenaries to compleat the works of death, desolation and tyranny, already begun with circumstances of Cruelty & perfidy scarcely paralleled in the most barbarous ages, and totally unworthy the Head of a civilized nation.

He has constrained our fellow Citizens taken Captive on the high Seas to bear Arms against their Country, to become the executioners of their friends and Brethren, or to fall themselves by their Hands.

He has excited domestic insurrections amongst us, and has endeavoured to bring on the inhabitants of our frontiers, the merciless Indian Savages, whose known rule of warfare, is an undistinguished destruction of all ages, sexes and conditions.

In every stage of these Oppressions We have Petitioned for Redress in the most humble terms: Our repeated Petitions have been answered only by repeated injury. A Prince, whose character is thus marked by every act which may define a Tyrant, is unfit to be the ruler of a free people.

Nor have We been wanting in attention to our British brethren. We have warned them from time to time of attempts by their legislature to extend an unwarrantable jurisdiction over us. We have reminded them of the circumstances of our emigration and settlement here. We have appealed to their native justice and magnanimity, and we have conjured them by the ties of our common kindred to disavow these usurpations, which would inevitably interrupt our connections and correspondence. They too have been deaf to the voice of justice and of consanguinity. We must, therefore, acquiesce in the necessity, which denounces our Separation, and hold them, as we hold the rest of mankind, Enemies in War, in Peace Friends.

We, therefore, the Representatives of the united States of America, in General Congress, Assembled, appealing to the Supreme Judge of the world for the rectitude of our intentions, do, in the Name, and by Authority of the good People of these Colonies, solemnly publish and declare, That these United Colonies are, and of Right ought to be Free and Independent States; that they are Absolved from all Allegiance to the British Crown, and that all political connection between them and the State of Great Britain, is and ought to be totally dissolved; and that as Free and Independent States, they have full Power to levy War, conclude Peace, contract Alliances, establish Commerce, and to do all other Acts and Things which Independent States may of right do. And for the support of this Declaration, with a firm reliance on the Protection of Divine Providence, we mutually pledge to each other our Lives, our Fortunes and our sacred Honor.

JOHN HANCOCK, President

Attested, CHARLES THOMSON, Secretary

New Hampshire
JOSIAH BARTLETT
WILLIAM WHIPPLE
MATTHEW THORNTON

Massachusetts-Bay
SAMUEL ADAMS
JOHN ADAMS
ROBERT TREAT PAINE
ELBRIDGE GERRY

Rhode Island
STEPHEN HOPKINS
WILLIAM ELLERY

Connecticut
ROGER SHERMAN
SAMUEL HUNTINGTON
WILLIAM WILLIAMS
OLIVER WOLCOTT

Georgia
BUTTON GWINNETT
LYMAN HALL
GEO. WALTON

Maryland
SAMUEL CHASE
WILLIAM PACA
THOMAS STONE
CHARLES CARROLL
OF CARROLLTON

Virginia
GEORGE WYTHE
RICHARD HENRY LEE
THOMAS JEFFERSON
BENJAMIN HARRISON
THOMAS NELSON, JR.
FRANCIS LIGHTFOOT LEE
CARTER BRAXTON.

New York
WILLIAM FLOYD
PHILIP LIVINGSTON
FRANCIS LEWIS
LEWIS MORRIS

Pennsylvania
ROBERT MORRIS
BENJAMIN RUSH
BENJAMIN FRANKLIN
JOHN MORTON
GEORGE CLYMER
JAMES SMITH
GEORGE TAYLOR
JAMES WILSON
GEORGE ROSS

Delaware
CAESAR RODNEY
GEORGE READ
THOMAS M’KEAN

North Carolina
WILLIAM HOOPER
JOSEPH HEWES
JOHN PENN

South Carolina
EDWARD RUTLEDGE
THOMAS HEYWARD, JR.
THOMAS LYNCH, JR.
ARTHUR MIDDLETON

New Jersey
RICHARD STOCKTON
JOHN WITHERSPOON
FRANCIS HOPKINS
JOHN HART
ABRAHAM CLARK
Download PDF copy of US Constitution

May 4, 2008

It’s Time For a Change

Filed under: Uncategorized — Paul McCord @ 5:53 am

The Sales and Sales Management Blog is going to change a little. Since I’ve added The Management Curve blog to the lineup, it has become too demanding to post 7 days a week on each site.

To this point, I’ve posted full length articles written by myself and other top sales trainers and consultants. That’s going to change a bit also.

Starting this week, I’ll post four or 5 days a week instead of seven. The posts are going to be a combination of my full length articles, my observations about the profession of selling, some quick sales tips, pointing out some of the other fine postings on the internet, and some full length articles by other trainers and consultants.

The two major changes will be the fewer posts, although there will still be a post on almost every weekday, and fewer full length articles.

I think this change will not only make the blog a little less demanding on me, but will also make it more interesting with a variety of posts instead of simply full length training articles.

Certainly, if you have suggestions, please let me know. And by all means, if you run across something good on the net that should be referenced on the Sales and Sales Management Blog, please shoot me an email.

Paul

April 19, 2008

March 23, 2008

A Day of Glory

Filed under: Uncategorized — Paul McCord @ 7:03 am
Tags:

I wish each of you a happy and glorious Easter.  On this, our traditional day of celebrating the Resurrection, I hope each takes the opportunity to contemplate the message of Christ.  

This blog is read by many of different faiths—or no faith.  For us who are Christians, today is a day of celebration and recognition of what our faith and hope is based on.  Yet, even those who are not Christians can, I hope, take some time to consider the moral and ethical message Christ delivered, for it is a message for all mankind. 

In these trying times, His message of love and peace is needed now just as it was during His life.  

Christian, Jew, Muslim, atheist, agnostic or whatever, we are all imperfect people, living in an imperfect world.  Yet each of us is responsible for one another, irrespective of religion, color, or political view.  

May we each strive to fulfill His message in our lives, for we can only be responsible for what we do.  But if we each sought to live by the precepts He taught, we would make a fundamental change in the world in which we live.

March 2, 2008

Guest Article: “Solid Strategies=Solid Success,” by Nido Qubein

Solid Strategies = Solid Success
By Nido Qubein

Success results from a solid strategy.

Even the greatest ideas are of little value unless they are backed up by a practical and workable plan of action. The word strategy comes from an ancient Greek term which literally means to be a general leading troops into battle. Setting up a good strategic plan involves five steps:

The first step is to translate your vision into measurable and achievable goals.

You decide specifically what you want to accomplish during the next five to ten years - those are your long range goals.

Next, you break those goals down into intermediate goals - things you wish to accomplish during the next six months or year.

Then you break them down further into short term goals covering the next month or six weeks.

The second step is to break your goals down into achievable objectives.

Dr. Robert Schuller says, “Yard by yard life is hard, inch by inch it’s a cinch.” Working by objectives helps you concentrate on what’s important, instead of spinning your wheels on those things that seem urgent, but don’t lead to your long term goals.

Objectives add purpose and direction to all your activities.

The third step is to set up your strategies for accomplishing your objectives.

Strategies are the specific ways you will go about achieving your objectives.

The more clearly thought out they are, the more effective they will be.

Fourth, you choose each task you must complete each day to achieve your goals.

This is where most planning breaks down. We tend to leave it vague - thinking that, as long as we are working hard all the time, we are achieving our goals. Most people I talk with are extremely busy - and most of them are working hard to do things right. The problem is they are not doing enough of the right things - the things that will help them achieve their goals.

It is not enough to merely list each task you need to do; you need to build it into your schedule. So many hours every day you are working on specific actions that will lead to accomplishing your definite objectives.

And, finally, build in the monitoring mechanisms that will help you keep track of your progress toward implementing your plan.

It’s one thing to have a “gut level feeling” that you must be doing something right because you are always working hard. But it is far better to design simple mechanisms to let you know precisely how much progress you are making.

Look for a few key indicators that will help you stay on track, and monitor those like a doctor would monitor the vital signs of a patient. It doesn’t matter how much activity is going on. What matters is how well you are doing at achieving your objectives.

One good example would be that you would target to contact three people each day to generate new business. At the end of the day, you’d know whether you have achieved that goal.

Your plan is not complete until it has been communicated satisfactorily to every person in your organization who must help to implement it.

Here are some guidelines to help you communicate your vision and plan to your staff, associates and others:

1. Involve others in formulating the plan. People tend to understand and support plans they help create.

2. Clearly identify roles and expectations. Every person needs to know clearly what you expect and understand the basis on which his or her performance is to be judged.

3. Make sure everyone understands all deadlines and schedules. A good plan has teeth in it, and the only way to give it those teeth is to set definite deadlines for specific actions.

4. Count on the plan for intrinsic motivation rather than seeking to motivate people with gimmicks. If the plan is built around the strengths and personal motivations of the people who must execute it, and has its own built-in rewards, motivation will take care of itself. If not, you cannot come up with enough gimmicks to make it work

5. Get feedback to make sure people understand exactly what you expect. It’s not very helpful to say, “Does everyone understand the plan?” A far better approach is to say, “Tell me what you understand the plan to be and how you see yourself fitting into it.”

Nido Qubein is president of High Point University, an accredited undergraduate and graduate institution with 3,000 students from 50 countries and 44 states. He has written numerous books and recorded scores of audio and video learning programs including a bestseller on effective communication published by Nightingale-Conant and Berkley.  Qubein’s business savvy led him to help start a bank in 1986 and today he serves on the board and executive committee of a Fortune 500 financial corporation with 115 billion-dollars in assets and 25,000 employees. He is also chairman of Great Harvest Bread Company with 218 stores in 42 states. He serves on the boards of several national organizations including the La-Z-Boy Corporation, one of the world’s largest and most recognized furniture retailers.  Learn more about Nido Qubein at www.nidoqubein.com

Copyright Nido Qubein, published with author’s permission.

Paul McCord of the Sales and Sales Management Blog may be reached at pmccord@mccordandassociates.com

February 27, 2008

Guest Article: “5 Keys to Hiring the Right Sales Manager,” by Lee Salz

5 Keys to Hiring the Right Sales Manager
by: Lee B. Salz

There are few decisions more critical for a company than the hiring of the leadership of their sales organization. Yet, few know how to do it well. Many err and “promote” their best seller to a sales management position. Why this is called a promotion is beyond me. The job of the sales manager is vastly different than that of a sales person, so why is this considered employment elevation? Often times, sales managers earn less than the top sales people. Promotion?

Some sales people make the transition successfully, but many struggle with the change. Sometimes, it is a mismatch of the person to the role. However, more frequently, the struggle is caused by the lack of recognition by the company that this is not a promotion, but rather a move into a completely new job. How do you handle an employee in a new job? You train, mentor, and monitor their performance! Look, most people don’t come out of the womb with the skills required to be an effective manager. Thus, it is a key responsibility of the company to recognize that when moving their top sales person into that role they need to own the development of that individual. A congratulatory handshake and smile just won’t get it done.

Many companies look for their sales management candidates from outside their organization. This approach also has its challenges. Whether you promote from within or hire from outside, consider these five points to make sure you find the right person for the role.

Selling versus Managing. If you consider the broad spectrum of responsibilities from selling business directly to managing a team, what percentage of the time do you expect this person to be focused on personal selling versus managing? As mentioned above, the skill set required for those two responsibilities is vastly different. It is also difficult to find professionals that have equal strength in both skill sets. Often times, there will be a trade-off. If there is a sacrifice to be made, it makes the best sense to select someone who has their primary strength in the more predominant part of the responsibility.

If the decision is made that the position has equal responsibility for selling and managing or the dominant responsibility is selling, it may make sense for an internal hire. This allows the company to develop a new manager. However, the plan falls down if the company is not committed to a development plan.
 
Creating versus Executing. Another consideration is what your expectations of the sales manager are relative to developing the company’s sales architecture® (the framework of the sales organization). In some companies, there is a plan already in place and the job of the sales manager is to ensure the plan is executed as written. In essence, the job is to motivate the troops and coach them to make sure revenue targets are achieved. This is usually the case for mid-level sales managers.

In other situations, the primary job is to establish the overall direction of the sales organization, formulate the compensation plan that supports that direction, and execute the plan. Needless to say, this is a very different profile than the sales manager described above.
 
Title versus Responsibility. Check any job board and you will find a plethora of titles referring to sales management. However, there is not a direct correlation between title and responsibilities. This can create a disconnect with the new manager and with clients if those two are not synchronized. If you are going to give someone the title of “Vice President,” there is an inherent expectation that this is a high-responsibility, high-authority position. When clients hear that title, they believe that this person is a senior-level person in the company and can make decisions. Thus, this can create client frustration if the responsibility and authority are not consistent with the title.

At the other end of the spectrum, calling this person a “sales manager” creates a more junior-level perception. There is nothing wrong with the term, but it is important that you recognize the created perception. Again, this can cause issues with both the person in the role and clients if the responsibilities don’t match the title. Some very good sales management candidates will elect not to apply to your company because they believe it is a junior-level role.
 
Interviewing. Probably the toughest role for which to interview is the sales manager. For one, they are experienced in interviewing. They know the desired answers. They know the sales lingo and buzz words. How do you get past the fluff and get your real answers? One way is to develop a list of benchmark questions that candidates are asked. This allows for comparison of answers among the candidate pool. (Send me an email and I will send you my favorite 20 questions.) It is important that the questions not follow a sequence so that the candidate cannot build off their prior answers. Be sure to document the responses to each so you can review them later. You will be amazed by what comes out of this step of the process.

Another important consideration when interviewing these candidates is with whom they will need to have a healthy business relationship to be successful in their role. For example, there is an inherent strife between sales and operations. However, the company will fail if the leaders of those two areas are not able to work together in a productive manner. Consider the various department leaders with whom this person will interact and engage them in the process. This also helps the new manager assimilate into the organization once they are onboard.
 
The Ultimate Screening Tool. The most effective tool that I have found in screening sales management candidates is the request for the submission of a written business plan. When the candidate has satisfactorily completed all of the other steps of the pre-offer process, the request is made for a one-page business plan that shows how they would approach the job. I mention the one-page scope three times in the conversation so my expectations are clear. The candidate is asked by when they can submit the document. It is important that the submission date be asked of the candidate, not the other way around as you will see in a moment.

The benefits of this step are numerous. For one, it shows if the candidate can communicate in written form. Writing is a lost art in business, but a critical one for someone in a leadership role.

Another benefit is that it shows if the candidate understands what the role entails. A number of hours have been spent with the candidate by this point. If they are near the finish line, they should have a clear vision of the expectations.

Another is to see if there is a synergy in the approach to the role. It is best to see before the marriage is performed if their approach is aligned with the leadership’s vision.

Still another is the ability to see if this person can meet a self-imposed deadline. I asked when he could have the plan to me. He provided me with a date and time. If it is late, the candidate is no longer considered for employment. End of story.

Finally, in this role, I am the client. I’ve asked for a one-page plan, not an epic. Do they follow directions? Or do they ignore what the client desires and do whatever they want. While I don’t eliminate candidates solely for this, I refer to this in a follow-up session with the candidate.

One final point that is critical when hiring is to background screen. Resume fraud is at an all-time high! Candidates lie about employment history, salary history, and their education experience, not to mention criminal history. Find a reputable firm to do this work for you.

Finding the right person for your sales management role is difficult. It is also expensive. These five keys will help mitigate the risk and create a happy, healthy sales marriage between you and your new employee.
 

Lee B. Salz is President of Sales Dodo, LLC and author of “Soar Despite Your Dodo Sales Manager.” He specializes in helping companies and their sales organizations adapt and thrive in the ever-changing world of business. Lee is available for keynote speaking, business consulting, and sales training. He can be reached via email at lsalz@salesdodo.com, his website at www.salesdodo.com

Paul McCord of Sales and Sales Management Blog can be reached at pmccord@mccordandassociates.com

February 8, 2008

An Update to the Carnival of Trust Post

Filed under: Uncategorized — Paul McCord @ 2:48 pm
Tags: , ,

An oversight this morning–or actually a new discovery.

 I want to thank the Carnival of Sales and Management Success for recognizing another one of my posts as one of the best posted on the net in the area of sales for January.

Didn’t mean to overlook you–but I didn’t know about this honor this morning.  Thank you for the recognition. 

December 25, 2007

And a child was born . . .

Filed under: Uncategorized — Paul McCord @ 7:24 am

I wish each a Merry Christmas and the joy of the season.

More importantly, I wish all remeber the reason this day is celebrated and that our minds and hearts turn once again to the true meaning of Christmas.

Although many of the traditions and customs of Christmas have been adopted from Pagen rituals and holidays, they have been merged into the day we celebrate the birth of the Christ Child and each has taken on new meaning.  And I hope that each of us can take on a new meaning in the coming year.

Celebrate with family and friends on this day.  But remember the real purpose of this day is the celebration and recognition of the birth of the Lord Jesus Christ.

December 14, 2007

Landslide and EyesOnSales Sponsoring Referral Webinar on January 16

Filed under: Personal Marketing, Referral Selling, prospecting, sales training — Paul McCord @ 1:38 pm

Landslide Sales Workstyle Management and EyesOnSales will be sponsoring a free one-hour webinar featuring Paul McCord at 1PM Eastern Standard Time on January 16. 

 The webinar, “The 10 Biggest Referral Mistakes Salespeople Make,” will examine the most costly mistakes salespeople make when seeking referrals from clients and how to overcome those mistakes to generate a large volume of high quality referrals.

You can register for the webinar anytime at EyesOnSales or go directly to the registration page.

During the webinar you’ll learn:

  • Why simply asking for referrals doens’t work
  • How to create a relationship with your client that will generate a large number of high quality referrals
  • How to get a large number of quality referrals even if you client says they have none to give
  • Why you should NEVER pick up the phone and call a referred prospect
  • And much more

Register today and sell more in 2008.

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