New customers are the lifeblood of any business.
Yet, for the average salesperson, the process of acquiring new customers creates anxiety and confusion.
In "New Sales.
Simplified.
" Mike Weinberg suggests that new sales success is not achieved through complicated strategies, but by executing the basics well.
By drawing from his years of experience as a sales executive and coach, Weinberg provides salespeople of all experience levels with a well-structured framework to identify the best target accounts, leverage key sales tools, and plan successful new sales attacks.
Weinberg explains that: • Salespeople's jobs are as easy as determining if their solutions match their customers' needs.
However, these days most salespeople struggle to acquire new business because they lack training and experience.
• The sixteen main reasons salespeople fail at new business development make up the "Not-So-Sweet 16" list.
Items on the list include bad habits, undesirable personality traits, and a lack of fundamental new business development training.
• Companies are equally responsible for facilitating new sales success as their salespeople.
Companies must provide their employees with crystal-clear company missions.
They must also treat their salespeople with respect.
• The "New Sales Driver" is an effective framework for a new business sales attack.
Its three essential elements are to select targets, create and deploy weapons, and plan and execute the attack.
• New business development begins with salespeople identifying the best target accounts.
A well-crafted target list is finite, focused, written, and workable.
• The process of new business development is like a battle.
Salespeople must be armed with the best weapons.
Sales calls, networking, and sales stories are all examples of effective weapons.
• A sales story is the most important weapon in salespeople's arsenals.
Their sales stories must be compelling, differentiating, and client-focused to be effective.
• The best way to flesh out a sales story is to draft a "Power Statement.
" A "Power Statement" is a one-page encapsulation of the relevant client issues, the company's offerings, and the "differentiators" that separate the salespeople and their companies from the competition.
• Cold calls, or "proactive telephone calls," are necessary to successfully acquire new business.
Salespeople must alter their mindsets and tone from that of telemarketers to people who genuinely want to help prospective clients.
• Too many salespeople waste sales calls talking when they should be listening.
Sales calls are opportunities to discover prospects' situations and needs.
• An effective sales call has eight phases.
Throughout the call the salesperson must deliver a "Power Statement," discover the prospect's situation and problems, and schedule the next step.
• Salespeople never default into prospecting in their spare time.
To meet their new business development goals, they must use "time blocking" by putting aside blocks of time only for prospecting.
• There is no secret to new business development.
New sales success results from executing the basics well.
Yet, for the average salesperson, the process of acquiring new customers creates anxiety and confusion.
In "New Sales.
Simplified.
" Mike Weinberg suggests that new sales success is not achieved through complicated strategies, but by executing the basics well.
By drawing from his years of experience as a sales executive and coach, Weinberg provides salespeople of all experience levels with a well-structured framework to identify the best target accounts, leverage key sales tools, and plan successful new sales attacks.
Weinberg explains that: • Salespeople's jobs are as easy as determining if their solutions match their customers' needs.
However, these days most salespeople struggle to acquire new business because they lack training and experience.
• The sixteen main reasons salespeople fail at new business development make up the "Not-So-Sweet 16" list.
Items on the list include bad habits, undesirable personality traits, and a lack of fundamental new business development training.
• Companies are equally responsible for facilitating new sales success as their salespeople.
Companies must provide their employees with crystal-clear company missions.
They must also treat their salespeople with respect.
• The "New Sales Driver" is an effective framework for a new business sales attack.
Its three essential elements are to select targets, create and deploy weapons, and plan and execute the attack.
• New business development begins with salespeople identifying the best target accounts.
A well-crafted target list is finite, focused, written, and workable.
• The process of new business development is like a battle.
Salespeople must be armed with the best weapons.
Sales calls, networking, and sales stories are all examples of effective weapons.
• A sales story is the most important weapon in salespeople's arsenals.
Their sales stories must be compelling, differentiating, and client-focused to be effective.
• The best way to flesh out a sales story is to draft a "Power Statement.
" A "Power Statement" is a one-page encapsulation of the relevant client issues, the company's offerings, and the "differentiators" that separate the salespeople and their companies from the competition.
• Cold calls, or "proactive telephone calls," are necessary to successfully acquire new business.
Salespeople must alter their mindsets and tone from that of telemarketers to people who genuinely want to help prospective clients.
• Too many salespeople waste sales calls talking when they should be listening.
Sales calls are opportunities to discover prospects' situations and needs.
• An effective sales call has eight phases.
Throughout the call the salesperson must deliver a "Power Statement," discover the prospect's situation and problems, and schedule the next step.
• Salespeople never default into prospecting in their spare time.
To meet their new business development goals, they must use "time blocking" by putting aside blocks of time only for prospecting.
• There is no secret to new business development.
New sales success results from executing the basics well.
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