Compelling Selling Promises Brand Success For 2014
“Sell me, don’t tell me. Present me, don’t pitch me. Address me by my name or my company name not by 'you guys.' Care about my business as much as you care about your own business and prove it to me.”
In sales we know we must always be relevant, knowledgeable, swift, engaging, entertaining and creative. All while we listen intently, all while seeking profitable sales success. After all, the purpose of a sales presentation is to open a partnership opportunity and close this union by outmuscling competition, by proving the forecast in your presentation that will outdistance the forecast in your prospect's expectation. The purpose is to build and cement a valuable, lasting and profitable quid quo pro union in business. Selling advantage, of course, comes in many forms, from brand to product to services to capital investments to the glue of personal relationships built on respect, time and experience, all built on mutual success. The most advantaged, repeatable and profitable results are derived through professional sales leadership.
For decades I have promulgated, flapped my lips, mentored and proven through face to face selling engagements that I am personally trained and fully vested in over 125 ways to close a sale. I also humbly decree that in order to enlist any closing vesture, you must first earn the right to close the sale and earn the right to ask for the order. Otherwise your ability to close the sale will be just that… an ability, not the reality of a signed sales order.
As I read intently through the Wall Street Journal, Business Week, Dealerscope and other outlets regarding manufacturers and/or retailers that have lost their brand luster, have receded shelf space to competition or have lost valued market share, the articles are consistently void of the words “sales and competitive viability.” The editors speak about the fiduciary losses, the loss of market share, overcapitalized cost structures, the two or three companies that have taken market share away, perhaps even a word or two on a lag in product performance. Never have I read that the reason for the losses, the reason for the brand and product demise, is weakness in the sales process, in sales capabilities, in sales' ability to out-fuel, out-present and outdistance competitors through their brand, products and market potential.
Nor have I ever read that market failure is tied directly to the brand’s inability to be creative through the sales process. It’s as if within these articles, sales has nothing to do with the success or failure of a company, its brand or products. For those of us in sales roles, we stand determined to declare that the success of our company, our brand and our products is based upon our ability to sell.
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Peter Weedfald is the Senior Vice President of Sales and Marketing for Sharp Home Electronics Company of America (SHCA). He has also served as President of Gen One Ventures, SVP, Chief Marketing Officer of Circuit City, SVP of Sales and Marketing in North America for Samsung, and SVP of global marketing and EEVP, GM & Chief Marketing Officer for ViewSonic.