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Our emotions and feelings are changing all of the time based on our interpretation of events. Does this mean that even a sales superstar feels bad if they lose a big deal? Of course they do. They wouldn’t be human if they didn’t. It’s natural for your feelings to fluctuate as you go about your business.

Take a moment and imagine a bad day selling on the phone. It’s been awful. You’ve been cold calling for over 3 hours and you’ve had rejection after rejection after rejection. You’ve had enough and you’re bored and disconsolate. How would you be sitting? Most people would be leaning forward, hunched up. Your head might be down, your breathing shallow. You’d be speaking quietly and your hand may well be partly covering your mouth. You’d probably be looking down too and your facial expression would be boredom. But I didn’t have tell you any of that. You already know what physiology goes with a bad day on the phone or in any selling scenario.

The quickest way to change the way that you feel in any given moment is by changing your physiology. Physiology is your changing expression through your physical body - how you breathe, stand, sit, walk, move, smile etc - and it’s hard wired to the way you feel. Your physiology and your feelings are so interconnected that you can use one to change the other and vice versa.

Imagine now the next call. You start off the same but as you do the client starts to take an interest. He’s quite perky and positive. You sit up a bit and your head comes up. He starts to ask you questions and show a real interest. You sit right up, smile and start to fill your lungs. You smile again. Finally, he asks you to tell him more about your flagship product. You stand up, push your shoulders back and confidently start to tell him about the product. Did you consciously decide to make these physiological changes? No! Your mind and body just knew that these were necessary to deliver the right message. But what about the 20 calls before? Did those clients get the right message? Probably not?

Whilst we all know that changing our physiology changes the way that we feel we rarely take conscious control of it. In order to change our physiology it’s essential that we are aware of all of the key elements that make up our physiology. As already mentioned they are - breathing, posture, movement and facial expressions.

Breathing

Breathing is an unconscious action. At least, I hope that it is! I wouldn’t want you to get really busy and forget to breathe. Now that really would be a mistake! Obviously, breathing must be an unconscious task and that is a major positive for the human race however there is a negative side to this. Because breathing is unconscious we don’t generally choose to focus on our breathing.

When we are stressed or angry or we face confrontation we tend to breathe faster and more shallowly. As you start to breathe faster this sends a message to your feelings and they intensify, so you start to breathe faster still and so on in a loop. Certainly this reaction might be perfect if you need to fight a wild animal but if you want to deal professionally with a client then maybe it’s not so suitable. Learning when to stop, take a break and breathe more deeply can really help you to break your pattern both during difficult sales situations such as cold calling, negotiating and presenting.

Conversely, when you are bored and tired your breathing gets slower and deeper. This sends a message to your feelings and you start to breathe even deeper and so on in a loop. This does nothing to help you to feel or sound energised. Certainly, if you’re not energised and dynamic when you’re selling your product you can’t expect the client to be. Learning to recognise when either your physiology or your emotions change and to change your breathing patterns will considerably increase your energy levels when selling.

Movement

If someone walked into the office slowly and with little movement how do you think they feel? Conversely, if someone strode into the office purposefully and with a bouncing gait how do you think they feel? Not hard to guess is it! We all know that movement changes the way we feel. If you’ve been sitting reading for a while tell me where your energy is at the moment on a scale of 1 to 10. Try getting up and moving around the room a bit. Stand up a sit down, do some moderate exercise (health permitting!) for a few seconds. Have your energy levels gone up? Do you feel more energised? Of course you do.

When I run coaching sessions I can usually tell who the positive members of the team are from the way that they walk across the car park on their way to work. I don’t use this information as it could be misleading but it is usually spot on. People who do regular exercise know the value of movement for changing the way that they feel and for creating energy. As a sales person you need to use movement to control your emotions and to maximise your sales success.

Facial Expressions

I have recently become a very proud uncle. I haven’t had the experience of being around babies before and it is very interesting for someone who is so intrigued by human potential and development. Liberty is nearly 4 months old and one of the areas of her development that has really interested me is watching her use her facial expressions. She seems to have been born with some of them but not others. Certainly, she could pull a screaming face straight away but smiling took a few weeks. I wonder if she knew how to smile already and just couldn’t physically do it or whether she copied it. In any case, her facial expressions are now firmly hardwired to the way that she is feeling. How do I know? Because she never smiles and screams at the same time and she never coohs and pulls her pained face! Even at her age she doesn’t make mistakes in this - not any! In fact, if you can get her to smile or laugh when she’s screaming she will stop screaming instantly and start cooing again!

Surely it’s not that easy? Indeed it is! Think of the habitually miserable people in your organisation… do they smile all of the time? Nope. And if you now think of someone who you’d describe as positive and happy I’d like to guess that they smile quite a lot of the time. Would you go around with a friend who didn’t smile at you ever? I doubt it. Taking time to be aware of your daily facial expressions is well worth the effort. Interestingly, many of the salespeople I work with are unaware that they don’t smile that often and when they do this (silly) exercise they find themselves winning more new clients. Now isn’t that strange.

Posture

Posture is the way that you sit and stand. Our posture says a lot about us. I first became aware of this through an old work colleague who was particularly negative and depressed. He always saw the bad side of everything. His shoulders were forward, his back not straight and his chin down all of the time. When he did telesales he would be hunched up like a weather beaten sack of spuds! When he visited clients he used to shuffle in like an old man. On the other end of the scale thing about how a sales superstar would sit and stand in similar situations.

Working with salespeople and telesales teams I often know immediately where they are through their physiology. Once I have built rapport with them one of the first things I do is change their physiology through exercises and games. Not only is this the quickest way to change the way that they feel but it supports the deeper changes that often need to be made.

Exercise: Physiology Benchmark

Think of the best telesales call that you’ve ever made. Remember it in as much detail as you can. Who were you speaking to? Why did you do such a good job? What was so great about it? Now imagine yourself making a call twice as good. Go on! I dare you! You can do it!

As you imagine this amazing call I want you to take the time to think about your physiology. In your logbook take the time to describe it in detail or draw a picture (go on - have fun!). It’s incredibly important that you benchmark this physiology so that you know what you are striving for.

Top 5 Tips for Maintaining a Positive Telesales Physiology

1. Put a mirror on your desk so that you can monitor your habitual facial expressions. I know, I know - people are going to laugh at you! If you knew this would double your sales would you do it? Of course you would. So how much does it have to help before you do it and why do you care what average performers think anyway? Go get one!

2. Keep your head up. When you raise your head and eyes above the horizontal line you will feel much more empowered. Try it. When I work with telesales teams and individuals I often put a banner or a slogan on the wall about two feet above eye level. Make it motivational and make sure that it means something to you and your team. If you’re a sales manager and you see a call start to go awry get the sales person to look up.

3. Stand up periodically when you are doing telesales, particularly at the start of calls. If you don’t like talking on the phone and standing up try standing up between calls occasionally. Standing up changes your whole physiology. It also changes your ability to utilise your whole voice and it’s whole range.

At the end of a live telesales training I was once running a coaching session where the delegates were ringing live contacts to set up appointments. One of the delegates was on a particularly strong call and was standing up. He was just coming to the point where he was going to close for the meeting and he would have got it. As he realised that this was coming up he pulled up his chair and sat down. As he did so, his whole physiology, tone and confidence fell. It was obvious to even a non-trained observer. He half-heartedly tried to close the client and the client objected. His head lowered and I could see the opportunity slipping away.

The client was getting into objection mode and was really questioning the validity of having a meeting. I snapped my fingers above and to the front of the sales person’s face to break his pattern and get his attention. As he looked up, I gestured at him to stand up and as he did so I moved his chair away so he had to continue his call standing. His physiology changed again, he rapidly took control of the call and he set the appointment.

Results may not be quite so dramatic and obvious for you but they will be there!

4. Wear a headset. I heard your cry of horror so I’ll repeat it, wear a headset. Don’t make excuses, try it. If you’re thinking anything about it being uncomfortable, unnatural or weird I will repeat myself again. Wear a headset. I have always recommended the wearing of headsets and it always seems to have been in the top 5 most debated pieces of advice I give! I think this is because we are all conditioned to pick up the phone and it seems unnatural to not do so. Until wearing a headset feels natural you haven’t yet experienced the benefits of using a headset. I guarantee that if you try it for long enough it will feel natural and it will improve your calls.

If you think about it for a moment it’s obvious why wearing a headset will improve both your feelings and physiology and the quality of the call. It’s because it frees you up to move and act naturally. You get totally into the call without this little plastic barrier wedged up against your ear.

Another spin off benefit of wearing a headset is that in my experience your call rate will go up by as much as 20%!

5. Make cold calling sessions a maximum of 45 minutes long! You weren’t expecting that were you! I believe cold calling and telesales is something that you should perform at 100% and to do this you need to work in concentrated bursts. Now don’t get me wrong, I agree that telesales is a numbers game however you can also explode your performance by making more impactful calls. 100 useless calls is no better than 50 useless ones! Neither are satisfactory. Far better that you make a good number of powerful calls.

As an individual or a team leader what you need to do is have a 2 minute session to set mini-objectives for your telesales session. Then you focus 100% on the sessions for 45 minutes. You don’t send out literature, take incoming calls, talk to your neighbour or get disturbed. You ring clients. At the end of the session you have a quick 2 minute session to measure your performance, take a short break and then decide what to do next.

I sometimes work with clients who “say” that there is no way they could endorse this as their salespeople cold call all day. When we run these high intensity sessions I prove time and time again that most sales people do more in 45 minutes than they normally do in a whole day! In any case, there is nothing stopping the trained professional who has run several empowered sessions and who can stay focused for the whole 45 minutes to run several sessions in a day. The key is to focus on staying at high intensity for the whole of the 45 minutes. I would always prefer that my teams ran two of these at this level in a day than they spent the whole day cruising at 50%.

Note: In my experience very few people make anything like 45 minutes worth of high intensity, cold calls each and every day.

For the last 10 years, Gavin Ingham has been helping sales people to explode their sales performance by turning self-doubt, fear and lack of motivation into self-belief, confidence and action. With his inspirational approach to sales performance and motivation Gavin combines commercial experience, personal excellence and communications technologies in delivering personal and business sales success.

For a free 9-part objection handling course, more articles, free downloads and to join Gavin’s newsletter visit http://www.gaviningham.net now.

It’s important for your sales letter to tap into your prospect’s subconscious mind and trigger their imagination. It will then create and direct a mental movie or scene that will persuade them to visit your web site, subscribe to your e-zine, buy your product, etc. Their mental imagery will actually influence their conscious mind and body to take action and buy.

Triggering people’s imagination is not like controlling their mind. Their imagination is being triggered all day long by TV, pictures, radio, other people, movies, things they read, etc. People have complete control over what they imagine. It’s not like when you unconsciously dream every night.

People use their imagination every day. We all con- jure up thousands of images in our heads. People use their imagination to solve problems, to rehearse a future situation, to remember things, to escape their reality, to mentally practice certain skills, to brainstorm, etc.

For example, maybe you imagined what you were going to have for breakfast, lunch or dinner. You mentally smelled it, tasted it, saw it, felt it or even heard it cooking. It could have affected you physically too, your stomach may have started growling, your mouth may have watered, you may have smiled and you may have licked your lips. Think about this, the food you imagined wasn’t there, your subconscious mind didn’t distinguish between fantasy and reality.

Do you see how powerful the imagination can be?

Now how about I suggest you visualize something. Make yourself comfortable. Relax in your chair, close your eyes and imagine a juicy, tender steak seasoned to perfection. Take your time. Enjoy the experience. If you like steaks, you most likely had some of the same experiences happen to you which were described above.

The visualization above was open-ended. I just suggested what to imagine and you did the rest. You created the mental movie or scene. You used your inner senses, past experiences and future visuals to experience it how you wanted to. It happened so quickly that you weren’t consciously aware of it. I also suggested that you should relax; relaxation is one of the key ingredients used to open up your prospect’s subconscious mind to be receptive to your suggestions. People often relax by getting com- fortable, closing their eyes, wearing loose clothing, etc.

Sometimes it might be difficult to anticipate which mental suggestion will trigger your target audience to buy. You should study, survey and communicate with them regularly to know which images will persuade them to order your product. The more targeted your suggestion, the less distance it needs to travel to reach their subconscious mind which means it will persuade them more quickly.

When you trigger your prospect’s imagination they can go into a flow state or zone. It’s like when you are totally focused on a movie or thought and you don’t pay attention to anything else. You have no time awareness, just like in your subconscious mind. This flow state can lead them right to your ordering page!

Have you ever wondered what it would cost you to attract just one qualified lead? You may have lots of inquiries, but not all inquiries become customers. How then would an inquiry be upgraded to a qualified lead?

Before we can calculate the cost, we need to know what a qualified lead is. A qualified lead will have to satisfy four different criteria.

a) The person must need your product or service. There absolutely has to be a use for the item.

b) The person has to be able to pay for the item.

c) The person is a decision maker. Or at least can exert a strong influence to make a purchase.

d) The person knows when to make the purchase

Anyone who satisfies any of these areas can be a potential customer. And chasing this customer is called lead development. So how much must you spend to generate a qualified lead from among the people you target? Some examples of expenses incurred may be in the form of advertisements, labor, postage, or phone bills. Whatever method of customer interaction you use, they all cost money. If a meeting is required before a lead can be qualified, regard that too as a cost. They can be in the form of transport cost, car parking fees, brochure and calling cards.

Not all inquiries can be qualified. The people that make these inquiries simply cannot be reached. They could be on vacation, ignoring you, too busy, not serious, or just didn’t meet the four criteria listed earlier. Assume, about 15% of all inquiries cannot be qualified. That leaves about 75% of the people you can reach. Of this 75% of the people you get in contact, let us assume that the average qualification rate would be about 20%. So we can safely say that 20% of those you interact will become qualified leads.

Example on how your calculated the cost of a qualified leads

Number of inquiries: 100
Number that qualify: 75
Cost of qualifying, per inquiry: $20
Number who turns out to be qualified leads (20%): 15
Total cost of qualifying ($20 X 75): $1,500
Campaign cost of $10,000 + qualifying cost = $11,500
Total cost of $11,500 divided by 15 qualified leads = $766.66

In short, you must invest $766.66 to attract each customer who needs your product or service. This amount varies from industry to industry, but its more a less a very significant amount and it is to your best interest to improve the percentage of qualified leads.

One great idea to improve your percentage of qualified leads is to offer a gift to the people that made an inquiry. Ensure you choose the gift that will enable people to remember you and has your contact printed on it. The gifts need not necessary be expensive as long as they can improve chances of qualified leads.

Assuming you budget $2.00 a lead, and decide to give promotional pens with your logo and contact printed on it. The calculation of cost of qualified leads will now look like this:

Number of inquiries: 100
Number that qualify: 75
Cost of qualifying, per inquiry: $20 + $2 (cost of pen) = $22
Number who turn out to be qualified leads (24%): 18 (Assume gifts improve your chances by 4%)
Total cost of qualifying ($22 X 75): $1,650
Campaign cost of $10,000 + qualifying cost = $11,650
Total cost of $11,650 divided by 18 qualified leads = $647.20

Wait a minute. Cost for 15 qualified leads without gifts was $766.66. Cost for 18 qualified leads with gifts is now $647.20 This is a $119.46 savings with extra 3 more qualified leads!

Now let us consider another angle of calculating the cost of chasing a lead. Suppose we need to qualify a lead by paying a customer a visit. This will incur transport, labor, and car parking cost. It is reasonable to assume that it will cost $50 per trip. Add the cost of the campaign, which includes brochures, marketing materials, samples and the cost of the name card. Assume these materials cost another $30. In total, the cost of qualifying this lead is $80.

If the customer is not sure if he or she needs this product or service, this trip can be totally be wasted. Once you walk away from the customer, your marketing materials may end up in the trash can. Your call card may end up buried under piles of name cards. But the situation can be salvaged when you leave a gift behind. Especially if it is a well chosen and practical gift, it almost never ends up in the trash can nor buried under piles of rubbish. It stays in front of the customer’s desk.

Immediately you chances of this customer turning into a qualified lead somewhere in the future increases! Assuming you choose the same $2.00 pen as a gift. With an extra 2.5% percent of the total cost, you have increased the odds by many times.

There are many angles of which you can analyze the cost of chasing a lead. But when you factor giving as part of your strategy, most of the time, you can drive down the cost of chasing a lead. In a recent American Express Survey conducted by OPEN, budgets for client and customer gifts rose 15% in 2005. This clearly demonstrates that businesses are realizing the value of gifts and are actively making giving as a priority in their marketing strategy.

This is the amazing value of gifts that will help you improve your lead qualification, but your lead generation as well. Practice giving today, and expect it to reduce cost and increase sales. It may just put you in a position never achieved before.

KS Ong, Kuala Lumpur, Malaysia
KS Ong, is a corporate gift specialist consultant who helps businesses incorporate gifts and premiums into their marketing strategy. He runs a gift review site at http://www.netadv.com.my

Is your company on the right track? Are they, are you focused on the important things that will drive success in the future? Will the product you sell, the customer you serve remain the same five to ten years from now? How about your job, will the skills you have today serve you in tomorrow’s job market? Not likely!

Most of us know that there is something wrong with the way they work today. Yet we keep doing the same things naively expecting different results. Getting out of this rut and moving forward requires a new focus and new ideas. In the face of these ever-changing realities the only way that we can get ahead of the curve is by learning to clearly articulate goals, watching and predicting trends.

Did you know that?

• Experts estimate that 80% of products that we use today will be obsolete in 3-5 years.

• 50% of all jobs for the next six years have not been created.
• 50 years ago it took a lifetime for technology to make a job irrelevantnow it takes 2-3.
• A New York Times article reported that nearly 2,000 jobs are eliminated daily.
• 70% of workers experience stress related illnesses.

The good news is that “the value of human capital will be the most valuable resource in the 21st century.”

Companies are quick with the rallying cry that people are their most valuable asset. It’s not what you have but how you use it. Think 6 can help your company prepare for the future. Our message to every employer and every employee is that it is not just “people” but prepared people, people with focus and drive that will provide the competitive advantage.

Work of the future will not fit into the neatly defined boxes that we call jobs. If you are going to be successful in advancing and managing your career, you must adjust your way of thinking from getting a job to finding work that adds value to the company.

You add value to a company when you:

• Understand the needs of the business.

• Understand and separate your needs, wants, and desires.
• Balance the business needs, your needs, and the realities of work.

Understand The Needs Of The Business

The first rule of business is simple and can be stated with one word”PROFITABILITY”. Profit is the difference between sales revenue and costs. If a company is not profitable it will not succeed. Without profits there are no raises, no growth, no profit sharing, no bonuses, and eventually no jobs. Every business no matter the industry must add to the economic value of the enterprise. Our careers and our livelihood are dependant on understanding what drives profitability. To know how you and your talents positively impact the companies bottom-line puts you in the drivers seat.

In time of great uncertainty a company must work with a focused urgency and a unity of purpose. The focus and purpose is the bottom-line and requires balancing six equally important drivers. We call them The Business 6.

1. Increase Revenue

2. Increase Quality
3. Increase Productivity
4. Reduce Costs
5. Reduce Cycle-Time
6. Increase Customer Loyalty

If you are think that you are just a small fish in the big pond with no effect on profitability then you are swimming upstream. Every decision you make has an organizational impact. Some are small and some are great but if you think that you have NO impact on The Business 6 then you are swimming with no life jacket!

Understand And Separate Your Needs, Wants, And Desires

As important has it is for your organization to plan for the future and set strategic goals, so is true for you. Without knowing where you are going, you are constantly evaluating your life in retrospect. Working smart means working toward well established and articulated professional and organizational goals.

To begin examine your interests, abilities and experiences, and think about what you consider the ideal job. Based on this information, determine your goals and develop a plan for reaching them. Working smart means focusing on value-added activities that promote profitability. You can’t be an effective systems analyst, HR representative, trainer, or manager unless you understand how your role serves the business as a whole.

Defining your career goals within the context of business needs gives you a concrete way to increase and express your value to the organization. To be effective stay current on industry trends and prepare yourself for challenges you may face. Look for educational opportunities, such as earning an advanced certification, that enhance your expertise and sharpen new and existing skills. Knowing how your work contributes to the overall goals will lead to added confidence, boldness, and enthusiasm.

Balance The Business Needs, Your Needs, And The Realities Of Work

A job is a temporary way to package tasks that need to done for the department. These help the company achieve its overall mission. The more a job contributes to the organization or to customer satisfaction, the longer the job is likely to last. It is important to see your job in the context of the larger organization, industry and/or profession. You need to develop a clear line of sight between what you do everyday and how the company performs.

Never forget that every decision you make in the course of your career must be made in the context of the business’s goals. Always try and go above and beyond your job description. Don’t just do what’s asked of you, think of other ways you can contribute to the success of the team. Each company wanting to be profitable is constantly balancing The Business 6. It is that goal that should impact each and every business decision that you make.

The key to future success does not find its origins solely in the way we work, but also in the way we think. The ability to think differently is the key to creating innovative solutions to old problems. Our ability to move from stagnation to growth means that we must see challenges as obstacles that can be overcome, and have a confidence in our ability to remain focused on the goal.

That done, the success or failure of your mission will ultimately be determined by dozens of small decisions you make everyday. With each decision, ask yourself two simple questions.

Question #1: “Is this action going to lead me toward my goal?” If you answer “no” and if you are truthful with yourself, refocus, change and direct your behavior toward your goals.

Question #2: “Is the decision I am about to make in line with the organization’s goal and The Business 6?” If the answer is yes, proceed with full vigor! If the answer is no, rethink and develop a new course of action.

We will all face challenges in our lives personally and professionally. It is not what happens to us, it’s what we do about it that counts. Those who are great predictors of trends to come and those that set purposeful goals accordingly will be the victors.

Valarie is CEO of Think 6 Results — a knowledge broker passionate about learning and improving performance in organizations. She’s a writer, presenter, and executive coach on a mission to get every employee and organization focused on and thinking about the SIX business driving goals that matter.

Looking for just the right SPEAKER for your special meeting or event; we offer full-day presentations, training workshops, and keynote addresses. This high-energy presenter is ready to cover topics like: strategic thinking , career strategy,leadership, change management, teambuilding, employee engagement, or organizational learning. Let us customize a presentation for you. You won’t be disappointed.

We want you to share this article with others. Feel free to copy this article when you include the copyright and contact information listed below.

Contact Valarie at washington@think6results.com or by calling 630-705-1189. Visit us at http://www.Think6Results.com

A life insurance agent sits across the dining room table from a couple. The couple is middle class with two children ages 2 and 10. After conferring with the couple for 45 minutes the agent has designed a plan to protect the family against death of either the mother or father or both. The agent slides the proposal across the table to the parents. The parents glance at the proposal and see that the plan will cost them $50.00 a month. The couple hesitates then glances at each other.

The agent observes the hesitation. He anticipates an objection and reaches into his pants pocket and pulls out 2 quarters, 2dimes, 3nickels and 4 pennies. He then puts the change on the table and states that “The children’s future will be protected in the event that a tragedy takes the life of one of you or both for a little over a dollar a day or a cup of coffee.” In sales, the next one that speaks loses. The couple smiles and asks “Where do we sign?”

This is called “Reduce to the Ridiculous” and it is a form of “framing.” In the sales profession this is a very effective way to overcome the “monthly objection.” Millhouse framed his decision in the very same manner. The salesman reduced to the ridiculous and Millhouse bought. Forty cents a day sounds better than $12.40 a month. The couple in this example was faced with the dilemma of $50.00 a month. The children would still be taken care of financially in the event the parents died but $50.00 a month is a lot of money, that is $600.00 a year or just $1.61 a day. “Wait a minute, just $1.61 a day? We can do that! Where do we sign?” What does this say about our customer base?

People do not respond the same to prohibitions and allowances (Plouse, 1993). Take for instance the agent and the couple or Millhouse and the salesman, both were faced with a substantial amount of money out of pocket even though the need warranted it. When the agent and salesman turned the concept around to the point of value for only pennies a day, the customer’s frame was changed and the sale was made. The “framed” saw that the allowances far outweighed the prohibitions regardless of the fact that everything was the same. This is very powerful in the world of sales. “How you make a decision is often determined by how you view your choices or how you frame the questions around it” (Anderson, 1999).

In the Millhouse example the salesman framed the question around the future success of the company being worth “one can of soda.” This statement is pretty ridiculous to the point that anyone would say yes to that statement. If the salesman framed the question any other way, the possibility of a sale at that moment could have been greatly diminished. For example, if the salesman stated that the future success of the company depended upon the purchase of this product today, there is no value associated with the gain or loss. Millhouse didn’t see a can of soda being the reason the company is successful; rather Millhouse can easily validate that the decision could be made tomorrow and thusly rationalize against the purchase. For example, he could rationalize the overall cost versus gain, interest paid, and “Is it really a value.” People tend to be against risk and will look for reasons to talk themselves out of the situation when given the chance (Anderson, 1999).
The can of soda a day is not a loss compared to the future success of the company.

Framing in the business world can be a powerful ally to the salesman. Salesman are trained not to go into a sales pitch right away but rather “feel out” the prospect, gather information and find the hot spots. An experienced salesman knows his prospects as well as the product if not more. An experience salesman builds a relationship with the prospect. An experienced salesman asks the right questions. An experienced salesman frames the closing statement to the point that the prospect would be a fool not to buy.

A good listener as well as inquisitor can learn more about a person in one conversation than they think. The more the person knows the more power that person has to be an influence upon the decisions we make. In these cases knowledge is power. Successful businesses with products to sell have uncovered so much information about the people and markets to which their products are being sold to. Without this knowledge, the marketing departments would never know how to cleverly make that closing statement, or put that person there in that commercial or use those colors within the product they are marketing to sell. This is all a form of decision framing by influencing the way the customer sees the product, convinces themselves to purchase the product and rationalize that the purchase was a good decision. Framing a decision in part is controlled by the normalcy, habits and attributes of the decision maker (Plouse, 1993).

Morally, people must take the decisions they make into careful consideration and accountability. One can have a great influence over another when it is done right. We are all guilty in one way or another of framing, from the toy companies to convincing your boss you need a raise. The world is bought and sold face to face or across the airwaves using frames. Conflict and peace and the reasons for either one are thrust upon us by using frames. The key is to take time in making a decision.

Usually a decision can be made on a product or situation with a little bit of time in between. Will the decision be different? There is an extreme possibility that it will. If one was framed and took time to think about it, more than likely the decision will be different. Millhouse didn’t take time to analyze the total cost of the product on the extended payment plan and the difference that would make on the actual bottom line and whether it was worth it then. We are all guilty of framing and being framed. We all have a responsibility to take a few steps back and think about and realize the decisions we make. The fact of the matter is we would probably be surprised about how differently our lives might actually be.

Raul Ramirez

References
“Decision Making Traps We All Fall Into” Kare Anderson Canadian Womens Business Network 1999. retrieved 18 November 2005.

http://www.cdnbizwomen.com/articles/kare8.html

Plouse, Scott (1) (1993) “The Psychology of Judgment and Decision Making” New Aster: McGraw-Hill

Raul Ramirez is a licensed agent in the state of Florida and is the owner of Gulf Breeze Insurance Inc.
http://www.gulfbreezeinsurance.com

You know that word of mouth can grow your business. You hear your customers say nice things about your company all the time. So why don’t they tell people? And, why don’t they write it down?

Because you don’t ask.

Your customers are busy people. They don’t think about your business day in and day out like you do.

Testimonials don’t have to be written in a formal letter. You’ll often get more usable comments when they aren’t. Sound bites that pack a punch can go much further in building credibility for your company.

When you hear someone say something nice about your company, write it down. Ask them if you can quote them and use it in your promotional materials. It’s better for your business when your current customers tell your future customers about how great you are.

Denise O’Berry is a small business expert who helps small business owners take action to grow their business. Learn more about how to be a successful small business owner at http://www.smallbiz-bootcamp.com

I think I have your agreement to say that two people aren’t exactly the same. More or less, they must look differently, think differently, love different things and so on. Following this way of thinking, it’s simply not possible for two business to be the same. They will serve different clients’ needs as a result of different owners’ experience, approach and skills. Each business will have its own task to focus a particular group of customers in a particular way.

Because one business will be a better fit than another, the best fit will produce the perfect relation owner-product-customer. By consequence a businessman will be more successful than another.

It’s also every businessman’s desire to beat his competition. Everyone is looking to charge less for a similar product/service or to offer more for a similar price.
Everyone is looking to be the best just being different. But why not beat your competition looking to be the same? Why not achieving success doing what successful people do?

Start with the following questions:

1. What is the product or service you’re in competition with?

2. What special services can they provide that you cannot?

3. What audience are they targeting in their advertising and marketing?

4. What media are your successful competitors using?

5. How aggressive your competitors are?

6. How they collect fees? Checks or Credit Cards? Online and Offline Solutions?

For some of these questions it may be difficult for you to find an answer, but if you can answer the questions I have put above, it will come more easily for you to accomplish the business success.

The more data you compile and apply to questions, the better. You will create quite a frame within your industry and you will get a greater area of knowledge than other businesses providing similar services.

And once you do this… apply the information you’ve gathered and reformat your business. Reformat the appearance of your sales letters and websites, reformat your target audience and the way of promotion.

Your efforts for being open to the competition will spread very quickly. Your prospects will feel that you understand them. They will feel much more inclined to trust you and believe what you tell them.

You will see soon your labor resulting in increased sales, profits and positive reputation.
You may beat your competition just being the same.

Valerian Dinca is the owner of the newest online business tutorial. Everything you need when you need it.

Targeting is the process of selecting high potential customer accounts to receive intense sales focus. Goal setting translates that high potential into achievable numeric objectives, i.e. revenue and margin growth.

Each Territory Manager should select a predetermined number of Target Growth Accounts (TGA). Creating focus on this group of selected accounts doesn’t mean a Territory Manager should ignore other accounts; he is always expected to service his entire territory. When making decisions regarding his or her time, however, he or she should always consider these selected target growth accounts a priority.

The primary purpose of targeting and goal setting is to keep Territory Managers focused on the strategic objective of becoming the Supplier of Choice. The Target Growth Account platform can be used as a flexible guide to successful growth through targeting, goal setting and action planning.
The Target Growth Account platform reflects the evolution of the outside sales force from being primarily transaction driven and self-sufficient to developing customer intimacy and using team-based selling. It’s the evolution from being a Lone Wolf to becoming a Lead Wolf; it supports growth in profitability, revenue and market share!

Selecting Target Growth Accounts requires careful thought and substantial effort. Annual sales, margin and goals are established, and detailed action plans must be created for each of these accounts. For most Territory Managers, TGA’s will contribute a substantial portion of total territory sales growth. This “big effort for big reward” means that the number of TGA’s must be limited, and that sufficient time is allotted to succeed with each one.

An account action plan ensures that the Territory Manager is proactively pursuing sales growth and that there is a solid basis for expecting account goals to be met. By monitoring these action plans, both the Sales Manager and Territory Manager can manage activities rather than wait for results.
In short, the Target Growth Account platform provides:

* Focus

* Process

* Best Practice Discipline

* Accountability

The Territory Manager needs to submit a predetermined number of target accounts that have a high potential for growth with a high probability for success. These accounts are approved by the Sales Manager and become the focus of the Territory Manager and the Sales Manager. This account selection should include a number of prospects that are currently doing very little or no business with the company. This will keep the account pipeline full. Every salesperson loses accounts. Without the development of prospects, eventually the pipeline will run dry and the territory will shrink and lose market share. Individual sales goals are established for each of these accounts and agreed upon by the Territory Manager and the Sales Manager.

The intention of planning and goal setting is to provide focus on Target Growth Accounts. These are the accounts with the most potential for growth. This doesn’t mean the Territory Manager now only has a limited number of target accounts. He must continue to service his entire account base. These are target accounts that have high growth potential and have been identified to receive a proactive, aggressive focus for growth.

Managing the TGA Platform

A Sales Manager has many competing priorities. One of the most important is the need to manage the sales functions. The TGA planning and reporting platform and the various activities which are a part of it are intended to help the Sales Manager improve sales management skills.

From a management perspective, the goal of TGA is to improve the quality of the targeting, goal setting and action planning efforts of your salespeople. Its primary purpose is to provide focus, process and discipline that will enhance territory performance. This enhancement will lead to an increase in the sales, profitability and market share for each individual territory. The process itself becomes an effective sales management tool.

An initial TGA territory meeting between the Sales Manager and the Territory Manager is the most important step in the TGA process because this is where the company’s expectations of sales performance are defined. This meeting creates territory dialog that is essential for effective sales management ,support and knowledge transfer. Each Territory Manager should prepare by organizing some key information for each of the TGA accounts selected.

The Steps of the TGA Platform

The major steps in the targeting, planning and goal setting process are depicted in a description that follows for each.

Step 1: Account Selection

The TGA platform is intended to increase the focus of your sales effort on the kinds of specific activities that will lead to growth in sales, margin and market share. Before these activities are precisely defined for the TGA platform, the Territory Manager must select his Target Growth Accounts and review them with the Sales Manager. Target Growth Accounts should be selected on the basis of their potential dollar growth.

Careful selection of TGAs is obviously critical for the success of all subsequent efforts. Selection must be based on unfilled “real potential.” Territory Managers should explain their rationale for their selection backed up by data justifying that selection.

Step 2: Customer Profile

When a customer makes his buying decision, he does so based on certain assumptions, perceptions and expectations. When the customer places an order, these assumptions and/or perceptions become reality in the customer’s eyes. Your failure to understand these assumptions and perceptions often leads to costly misunderstandings, resulting in a disappointed customer. The key to avoiding these misunderstandings is to get the “book” on the customer. Only by understanding his needs, perceptions and expectations can you avoid misunderstandings.

Remember:

* The customers’ perceived value of your company drives their expectations

* Your company’s performance value drives your customers’ satisfaction

Getting the “book” on the customer means defining the customer profile. It contains information about the internal workings of your customer, including everything from the company’s history and ownership to its day-to-day ordering process. Territory Managers should complete a customer profile for each of the accounts that they have selected. E-mail Info@CEOstrategist.com This email address is being protected from spam bots, you need Javascript enabled to view it for a sample customer profiling form.

The customer profile is the core of the TGA platform. Each profile element becomes a building block in the program’s foundation. Without good dialog with target accounts, securing the information necessary to formulate a meaningful action plan becomes very difficult. To ensure maximum benefit from the information collected, the questions asked and the answers given should be documented. This allows both the Territory Manager and the Sales Manager to improve their knowledge of the account.
Suggestions for getting the information needed include:

* Analyze internal historical data

* Do outside research on the customer’s industry

* Ask the customer directly

* Develop a relationship with the gate keepers

* Use the internet to research the industry and the customer’s customer’s

Understanding the customer’s market and business is necessary to develop a plan for growth. You need this intelligence to determine and allocate the necessary resources. You need to understand your customer’s business in order to understand how to meet his needs, cure his pain and sell to him. Understanding his business involves knowing his markets, customers and competition. The market profile is used to gain knowledge of your customer’s customer. In which market segments do they participate and what is your customer’s strategy for growing market share? This requires serious discussions with numerous people in your customer’s location. You will define the key players and your contact points on the customer profile tracking form.

Areas to explore include: what types of markets are they in? Are their markets growing or shrinking? What is their market share? Are they exploring new markets? What types of customers are they after? Who are their major customers? How do they generate new business? What is their large to small customer ratio? Who is their competition? What price or profit pressures are they experiencing?

This helps you get a better understanding of their business. By understanding their types of customers you will be able to determine the timelines from order to delivery. What is their ordering lead-time? What could be done to shorten the cycle time and perhaps determine what your customer’s pain factors are?

A. General Information —A Customer Overview

This provides an important snapshot of the TGA account. It tells you exactly what kind of company you are dealing with. Areas to explore include: when were they founded? How did they get started? Is it a partnership or sole proprietorship? Is their family involved in the business? Where are they headed? Do they have a strategic plan? What are their growth expectations? Who are the principals of the company? What are their demographics as it relates to their market, their office locations? What is their current and forecasted revenue? How many locations and employees do they have? What is their sales and margin split between products and services? What is their financial condition and credit rating?

B. Products and Services

What kinds of products and services do they sell? Are their products and services seasonal? Do their products and services go through sales lifecycles? If so, how long do they last?

C. Buying Process

What is their inventory control process? Do they buy based on forecast, material requirements planning (MRP) or the empty cabinet methodology? What is their ordering practice? By understanding their process, you can better determine the pain factors and the opportunities to become a hero.

D. Vendor Practices

Are they implementing a vendor reduction program or any other type of program that has significant impact on their purchasing practices? What kinds of buyer programs do they have? Are they members of or considering a buying group? Do they pay their bills on time? Are there any special terms required?

E. Special Requirements

Determine any and all special requirements such as packaging, receiving certifications or electronic commerce.

F. Becoming the Supplier of Choice

A current analysis customer profile is the baseline that allows you to understand your current position with the TGA candidate. It provides the starting point of where information will help you understand the customer’s “Rules of Engagement.” Look at all opportunities to prove your value as the supplier of choice. This includes product related issues, service related issues and even e-commerce. Keep this information current as opportunities come and go. What do they look for in a vendor? What do they think of you? Who are your major competitors for this account and what are they doing to win the business?
These are suggested questions to get you thinking. Don’t stop there; be creative. The more you know about your target account, the better prepared you will be to shorten the time required to meet your objectives.

G. Customer Contacts

A critical aspect of the TGA platform is the identification of all key contacts. This is more than a contact list. Sometimes just obtaining this data can be an adventure and a learning experience for your sales force.

H. Decision Makers

Some portion of the contacts identified in the previous section should be considered “key decision makers” in your customer’s organization. They are the people who heavily influence the buying decision or heavily influence those who make the buying decision. These people deserve special consideration. You should understand the opinion that each key decision maker holds about their critical needs from a supplier and what it takes to become supplier of choice.

I. Competitive Profile

Who are your customer’s major competitors? How do they sell against them? Why do their customers choose them? What is their competitive advantage?

J. Key Questions:

o What would their customers say that they really value from your customer?

o What are your TGA customers’ key skill sets, i.e. what are they really good at?

o Who are your customers’ major competitors?

o How is your customer positioned in their market?

K. Customer Requirements

Customer requirements are all of the specific criteria that you must meet to do business with a customer. Often, these are mundane issues like payment terms and quality certification. Think of these as the hurdles that you must clear in order to be a qualified supplier to your customer. The rules of engagement identify the conditions that are necessary for your company to win the business. Consider them to be the minimum qualifications.
Your Territory Managers must identify these requirements for each of their selected accounts. Although they are most important for prospects, you may be surprised to find what you will uncover during your investigation for existing customers. You may find that your existing business is at risk because you are not currently satisfying their minimum requirements!

The following is a partial list of the typical areas in which rules of engagement are enforced:

* Inventory requirements

* Credit terms

* Payment terms

* Return policies

* Contract pricing

* Quality programs and certification

* Integrated supply

* Special shipping and handling

* Drop ships EDI - Internet communication capability

* Credit card sales

* Training

* Strategic alliances

* Consignment Frequency of vendor communications

Step 3: Define Goals

After the Territory Manager has selected his targets and collected critical profile information about them, it’s time to quantify goals. For each TGA account, the Territory Manager should now define goals for sales revenue, sales gross margin and potential product objectives. The first item to be considered is exactly where you stand as a supplier or potential supplier right now.

Served Available Market (SAM)

The first step is to quantify the potential for each TGA account. Total available market, less other channel supply that you do not participate in, equals Served Available Market. This is the true potential revenue that you have the opportunity to go after. Just because the customer buys a total of $XX does not mean his total purchase is realistically available to you. We have now entered the age of multi-channel distribution. Your SAM must represent a large potential with a high confidence for success to warrant engaging the resources necessary to capture the account. This candidate should match the abilities of your company to perform. You must understand and be capable of performing under this customer’s requirements, or their “Rules of Engagement.”

Forecast

Territory Managers should forecast sales revenue, sales gross margin and sales, by product line or vendor monthly. This is not “pie in the sky” guessing. They should be able to back up their forecast with solid data and a reasonable thought process. In other words, why and how do they feel they can accomplish this goal? Note that these forecasts should be revised based on the action plans developed in the next step.

Step 4: Action Plans

The action plan is the plan of attack - the steps that will enable the account to reach its goal. It should develop naturally from the knowledge the Territory Manager gained from his research and customer contact. A detailed action plan should be developed for each target account. Of course, the plans for accounts with which you currently do business and have relationship equity may be more extensive than those for newer prospects. This action plan determines how to match your company resources to every opportunity that exists within that account.

Each task in the plan includes three critical elements: a “deliverable” or result that the task will produce, an owner responsible for the task, and a due date. Defining a clear deliverable ensures that you are not confusing motion with progress. You must be clear about what you are trying to accomplish in each step to be sure that the overall plan will produce the desired result. Deliverables are the difference between passive forecasting and active planning.
The owner of the task is the person responsible for its completion. This is not necessarily the person who will do all the work involved. Each participant in the plan must acknowledge and accept responsibility for his portion of the plan.

Task owners could include:

* Inside sales

* District Manager or Regional Manager

* Vice President of Sales

* Credit and collections personnel

* Operations manager

* Branch manager

* CEO in special cases

Definitive action plans are more than personal account visits once a month. They are more than introductions to upper management and they are more than a commitment to work with management to submit the lowest bid. Action plans must be precise, definitive and measurable. They could include tasks for getting specific customer information, introducing new product lines, entertaining key players, etc.

Do not make the mistake of putting all your energy into your largest accounts. This is especially true when you are getting the majority share of spend from that account. Remember, the TGA process focuses on the greatest potential for growth.
Instead of simply learning to “do what we have always done a little better,” we need to become aware of and practice understanding that involves re-examining everything we do - including how we think about our customers and our role in their future.

This often means letting go of our existing knowledge and competencies, recognizing that they prevent us from learning new things. This is a challenging and sometimes painful, but ultimately rewarding, endeavor.

Step 5: Track Progress

Progress on TGA action plans should be tracked, and specific TGA discussions between the Territory Manager and the Sales Manager should occur on a regular basis. The Territory and Sales Managers should also discuss and update the action plans where appropriate. A Territory Opportunity Action-planning Discussion should occur on a regular basis (monthly is recommended) to monitor results and make the appropriate course corrections.

Targeting for growth is not a complex process. It is built on best practice sales principles. However, commitment on the part of the Sales Manager and the Territory Manager is essential to success. The WIIFM (What’s In It For Me) is simple: MORE MONEY.

Effective targeting produces growth in revenue, profits and market share. Such growth increases sales incentive and enhances performance. Improved performance leads to more money for both the Territory Manager and the Sales Manager.

Dr. Eric “Rick” Johnson (rick@ceostrategist.com) is the founder of CEO Strategist LLC. an experienced based firm specializing in Distribution. CEO Strategist LLC. works in an advisory capacity with distributor executives in board representation, executive coaching, team coaching and education and training to make the changes necessary to create or maintain competitive advantage. You can contact them by calling 352-750-0868, or visit http://www.ceostrategist.com for more information.

Rick received an MBA from Keller Graduate School in Chicago, Illinois and a Bachelor’s degree in Operations Management from Capital University, Columbus Ohio. Rick recently completed his dissertation on Strategic Leadership and received his Ph.D. He’s also a published book author with four titles to his credit: “The Toolkit for Improved Business Performance in Wholesale Distribution,” the NWFA & NAFCD “Roadmap”, Lone Wolf-Lead WolfThe Evolution of Sales” and a fiction novel about teenagers called “Shattered Innocence

One complaint that buyers often make is that the salespeople who call upon them are so intense that they believe that the world revolves around them. It is rather apparent that these goal-oriented folks are so into making the sale that often they fail to understand the needs of the customer.

Additionally they do not value the customer’s time, which is often wasted when the customer says NO, several times. Instead they go on and on and continue the sales process, often in an attempt to wear down the customer into getting to the sale.

In fact most successful sales people I have met are quite arrogant, egotistical and must have been an “only child” or so drown out by multiple siblings that they had to work extra hard to get what they wanted. Or so you would think by the way that they go about their business?

Now then when you throw into the mix a trained sales person who has adopted his product or service as a sort of religion and believes so much in it. If you are not careful you end up with the salesman from hell. Literally so pushy and believing you must have the product and that THEY must make this sale, that well, you just cannot get rid of this person.

Salesmen need to listen to the prospect and become a problem solver as well as a salesperson. If they fail to do this then no one is served and all the salesmen get a bad name. Consider this in 2006.

“Lance Winslow” - Online Think Tank forum board. If you have innovative thoughts and unique perspectives, come think with Lance; http://www.WorldThinkTank.net/wttbbs/

No one can follow through on an act or message without first thinking or seeing in his or her mind that it is possible to accomplish it. You can mentally achieve participation by helping your audience visualize and see in their mind how your product or service will help them. Real estate agents attempt to help their clients visualize living with their family in a certain home. When showing the home, the agent wants the people to envision it as their own.

I remember spending some time on Key West in the Florida Keys. Every night before dusk, everyone would gather at Sunset Pier to watch the sunset and enjoy the view. It is a great time of the day to unwind and enjoy nature’s beauty. It is also the perfect opportunity for vendors and street performers to hawk their wares. We saw jugglers, sword swallowers, magic tricks, the works. One night, as I watched people walk by, many of them wanted to watch but felt timid unless a crowd had already gathered around the performers. The performers knew if they did not get a crowd, they would not make any money. When someone remains anonymous, they feel little pressure to donate. I saw someone who was doing a magic act call over to someone who was trying to remain anonymous. Soon, the performer got the man involved in his act. This attracted more people to watch and also got a donation from the gentleman, who no longer was anonymous.

A group of researchers went door-to-door selling cable TV subscriptions. When they included the phrase “imagine how cable TV will provide you with broader entertainment,” they immediately achieved more success. Forty-seven percent of those who were told to imagine cable TV bought a subscription while only 20 percent of the control group did. The mind is activated when you help your prospect visualize your product or service.

In many persuasive situations, your audience may not be interested in your message, service, or product at all. How do you pull in passers-by? Many times when we see a persuasive situation, we like to remain anonymous. We don’t want to feel any pressure so we watch from a distance. If someone at the clothing store asks if we want help we say “no.” We avoid the involvement because deep down we know that becoming involved will decrease our resistance.

If you see someone around you or in your audience who is avoiding or rejecting your message, try to get him or her involved. You can get a volunteer from your audience and by getting him to willingly participate, you will completely change his perspective. Pet storeowners are famous for this. They see children come in just to look around. The parents don’t want to have a dog in the house, but their son or daughter still wants to look. The owner waits patiently to see the child’s eyes light up and instantly fall in love with a new puppy. The child holds and hugs the puppy and the dad knows he is in for a struggle. The owner is wise and does not want to fight the father. He just says, “It looks like she has fallen in love with this puppy. I understand your apprehension about having a new puppy–who will be in charge of it? Tell you what–just take the puppy home for the weekend and if it doesn’t work out, bring him back.” Of course, you know that the rest is history. Who can’t fall in love with a puppy after a weekend? The owner has successfully pulled a reluctant customer to get involved.

Use questions that will create “yeses.” As you create your marketing and persuasive presentations, you must engineer the number of times you get your audience to raise their hands, say yes, or nod their heads. How many verbal yeses are you getting? One easy and effective way to get more affirmative responses is to engineer questions that will receive a positive answer. For example, when a word ends in “n’t” it will bring a “yes” response. Consider the following phrases:

Wouldn’t it?

Isn’t it?

Couldn’t it?

Doesn’t it?

Shouldn’t it?

Won’t you?

Can’t you?

Wasn’t it?

Making your audience physically move can also affect the way your message is received. Involvement can be something as simple as getting people to say “yes,” to raise their hands, or even just to nod their heads “yes.” The more movement and involvement you can create, the greater your ability to persuade. Great persuaders look for times when they can get affirmation from their audience. They engineer their persuasive message to get as many verbal, mental, or physical “yeses” as they can throughout their presentation. And there is good evidence to support this practice. One study brought in a large group of students to do “market research on high-tech headphones.” The students were told that the researchers wanted to test how well the headphones worked while they were in motion (while wearers were dancing up and down and moving their heads to the beat of Linda Ronstadt and the Eagles). Following the songs, the researchers played an argument about how the university’s tuition should be raised from $587 per semester to $750 per semester. One group of students had been told to move their heads up and down throughout the music and the speaking. Another group was told to move their heads from side to side. A last group was told to make no movements at all.

After “testing the headsets,” the students were asked to fill out a questionnaire about not only the headsets, but also the university’s tuition. Those nodding their heads up and down (yes motion) overall rated a jump in tuition as favorable. Those shaking their heads side to side (no motion) overall wanted the tuition to be lowered. Those who had not moved their heads didn’t really seem to be persuaded one way or the other. In a similar study at the University of Missouri, the researchers found that TV advertisements were more persuasive when the visual display had repetitive vertical movements, for example, a bouncing ball.

Engaging customers with human contact also works well for retail stores. Human beings are naturally drawn to other human activity. The sight of other humans in motion attracts people–and increases sales. Studies show that the more contact employees make with customers, the greater the average sale. In fact, any contact initiated by a store employee increases the likelihood that a shopper will buy something. A shopper who talks to a salesperson and tries something on is twice as likely to buy as a shopper who does neither. Talking with an employee has a way of drawing a customer in closer and actively involving them.

Everyone persuades for a living. There’s no way around it. Whether you’re a sales professional, an entrepreneur, or even a stay at home parent, if you are unable to convince others to your way of thinking, you will be constantly left behind. Get your free reports at Magnetic Persuasion to make sure that you are not left watching others pass you on the road to success. Donald Trump said it best, “Study the art of persuasion. Practice it. Develop an understanding of its profound value across all aspects of life.”

Conclusion
Persuasion is the missing puzzle piece that will crack the code to dramatically increase your income, improve your relationships, and help you get what you want, when you want, and win friends for life. Ask yourself how much money and income you have lost because of your inability to persuade and influence. Think about it. Sure you’ve seen some success, but think of the times you couldn’t get it done. Has there ever been a time when you did not get your point across? Were you unable to convince someone to do something? Have you reached your full potential? Are you able to motivate yourself and others to achieve more and accomplish their goals? What about your relationships? Imagine being able to overcome objections before they happen, know what your prospect is thinking and feeling, feel more confident in your ability to persuade.

Kurt Mortensen’s trademark is Magnetic Persuasion; rather than convincing others, he teaches that you should attract them, just like a magnet attracts metal filings. He teaches that sales have changed and the consumer has become exponentially more skeptical and cynical within the last five years. Most persuaders are using only 2 or 3 persuasion techniques when there are actually 120 available!

Kurt Mortensen’s trademark is Magnetic Persuasion; rather than convincing others, he teaches that you should attract them, just like a magnet attracts metal filings. He teaches that sales have changed and the consumer has become exponentially more skeptical and cynical within the last five years. Most persuaders are using only 2 or 3 persuasion techniques when there are actually 120 available! If you are ready to claim your success and learn what only the ultra-prosperous know, begin by going to http://www.PreWealth.com and getting my free report “10 Mistakes That Continue Costing You Thousands.” After reading my free report, go to http://www.PreWealth.com/IQ and take the free Persuasion IQ analysis to determine where you rank and what area of the sales cycle you need to improve in order to close every sale!