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Jacques Werth & Nicholas E. Ruben High Probability Selling Buy this title or join our Management Literature Club and have a chance to GET IT FREE! |
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Business Nugget by Robert Morris For most salespeople, why is selling such a painful experience? Probably because the way most people attempt to sell is just as painful for everyone else involved (notably prospects) as it is for them. Think about it. Do you resent what is called the "hard sell"? Are you less inclined to buy if you feel pressured? Have there been situations in your own experience when the pressure of a "hard sell" convinced you not to buy what you had intended to? These and other issues are addressed in High Probability Selling, co-authored by Jacques Werth & Nicholas E. Ruben and published by Abba Publishing Company. Conventional wisdom insists that the purpose of selling is to get the prospect to buy. Traditional sales training usually emphasizes, therefore, that "selling begins when the prospect says 'no'." Then what? Systemically identify a prospect's needs, align them with the functions, features, and benefits of what you offer, overcome (or ignore) objections, perhaps haggle over price, be persistent, and (by golly) you will make that sale! Not so, according to Werth & Ruben. In defiance of conventional wisdom and traditional sales training, they insist that the paradigm must shift from getting the prospect to buy to determining whether (or not) there is a mutually acceptable basis for doing business. After proposing "A New Beginning" in Chapter Two, they proceed to examine the differences between High Probability Selling & Traditional Selling in Chapter Three; thereafter, they examine applications of High Probability Selling as well as prospecting, identifying niche markets, establishing a relationship, the discovery/dis-qualifying process, strategies for High Probability closing, "Some Fine Points", conditions of a prospect's satisfaction, and conclude in Chapter Twelve with a complete High Probability sale process. Cleverly, to introduce their ideas, the co-authors create a fictitious salesperson (Salvatore Esman) and a fictitious company that hires him (Wraparound Packaging Company or WPC). Esman has seven years of prior sales experience and is the product of traditional sales training: Get the Prospect to Buy. WPC is totally dedicated to High Probability Selling: Determine whether (or not) there is a mutually acceptable basis for doing business. The reader accompanies Esman each step of the way as he embarks on a very difficult period of adjustment, one during which he must overcome (indeed repudiate) almost everything traditional sales training holds sacred. At this point, it is imperative to stress that the principles of High Probability Selling are relevant to ANY company, regardles of its size or nature, and are also relevant to any sales situation, regardless of what is sold to whom. Moreover, the principles of High Probability Selling are not "gimmicks"; they do not offer "short-cuts" to sales success, nor do they guarantee it with every prospect. It is also important to stress the importance of the personal integrity of a salesperson that attempts to follow the principles of High Probability Selling. Whether or not a sale is made, that salesperson must (at all times) focus on determining the prospect’s willingness and ability to make a purchase NOW. So-called “relationship selling “ (buzzzzzzzz) is worthless without mutual respect and trust. Nonetheless, the co-authors ask, “Why waste your time and theirs with low probability prospects?” Make no mistake about it: High Probability Selling involves a highly disciplined process. There are skills (but not gimmicks) to be mastered. ASAP, low probability prospects must be identified and then (diplomatically but expeditiously) eliminated from immediate attention. Perhaps a sale will be made later...perhaps not. The co-authors do agree with traditional thinking on at least one point: Sales is a numbers game. The question to consider is this: At which point in the cultivation/solicitation process should the probability of a sale be measured? Stated another way, at which point in this process should most time and effort be allocated? Conventional thinking offers quite different answers than do Werth & Ruben. Read High Probability Selling and then determine for yourself which answers make more sense. Order High Probability Selling here. Find the full list of Robert Morris's Business Nuggets featured by Eastbook.com here.
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