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Tim Connor

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You Call THAT Selling, 91 Dumb Things Salespeople Say And Do
by Tim Connor  Tim Connor 

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Books by Tim Connor
· O.K. God, What's Next, With Your Help I Can Handle It
· The Male Gift Giving Survival Guide
· The Trade Off
· Relationship Ruts and How to Avoid Them
· Your First Year in Sales
                >> View all



Publisher:  Wordwide Press ISBN-10:  1930376480 Type: 


Copyright:  May 2005

Connor Resource Group
Connor Resource Group

There are three ways to improve your sales. 1)Do more right. 2)Do less wrong. 3) Do both. This book from best selling sales author Tim Connor shows you how to do both. This book has been on the market for only 6 weeks and already has sales in excess of 10,000 copies.

There are only two ways to sell more. Do less wrong or do more right. Imagine the results you could achieve if you did both?

This book will help you avoid many of the costly deal-breaking mistakes that thousands of salespeople make every day. It will also give you techniques or strategies to ensure that you eliminate these mistakes from your sales behaviors and replace them with proven approaches that, when used with confidence, skill, and consistency, will help you break your sales records year after year.

This book is not a sales manual for either beginners or seasoned veterans. It is, however, a straight-forward, no-holds-barred method for anyone in sales who wants to sell more in less time with less rejection and disappointment.

In my previous best sellers, Soft Sell, Sales Mastery, and Your First Year in Sales, I discuss a variety of concepts, principles, techniques, and attitudes that are required for success in selling. In this book, I cut to the chase and just give you the essence. One page for each common sales mistake or dumb thing that most salespeople do or say, sooner or later in their career.

They are listed by major topic area of the sales process. There are two ways to use or read this book. From beginning to end, learning and un-learning as you go. Or, you can go to the index and find the specific mistake that you think you are making and refer back to that page.

This is not a complicated process. However, I highly recommend that you record your thoughts on each topic in the journal section at the end of the book. If you run out of room, you can always buy a journal at Staples for a few bucks.

This journal section, over time, will become your most trusted resource for staying on top of the pile and avoiding sales slumps, disappointments, and lost sales. So, it is time to move on, since most sections are only one page and that includes this introduction. I will, however, scatter a number of thought-provoking quotes throughout the book for your pondering.

Sooner or later every salesperson meets Seymour. Actually he spells his name Seemore. He needs to see more and more and more. He never buys, but he needs to see more.

Are you spending too much time with a Seemore? Do you have a lot of Seemores in your territory?

How can you identify a Seemore quickly and easily? What can you do with him once you have identified him? And, how can you avoid him in the future?
Seemores come in all shades, ages, sexes, colors, and sizes. They do have one thing in common, however: They never buy. They waste a lot of your time and corporate resources, but they never give you an order. And be thankful they don’t. If they did, they would still want to see more throughout the relationship. One way to quickly identify a Seemore is his interest in brochures, demonstrations, references – just lots of stuff. In some cases, a genuine prospect will want to see some of this, but a Seemore wants everything.

One way to treat a Seemore, when you begin to feel you are dealing with one, is to ask him a series of questions such as: In addition to all of this material I have provided you, what else will be necessary to get your business? When do you feel you will have enough information to make a buying decision? What is your decision process? What is your timing? You have to pin him down.

One way to avoid Seemores in the future is to be so busy and successful that you just don’t have time for them. When they ask for lots of stuff initially, you can send it, but the next time they ask for more, come up with some reason not to accommodate them – i.e.: corporate policy, you are on the road, literature is being reprinted, etc. Ask them if this additional information is critical for a decision and why?

Seemores are everywhere. They take your time and energy and generally create stress and frustration in your career. They let you believe (and they often do a great job of convincing you) that they are serious prospects. Don’t buy it. Sometimes the best policy is to walk away from them if you can.

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