full sales course from many resource with great additions from me

1. Sales
From A to Z …

2. ‫المدرب‬ ‫عن‬
•‫االسم‬:‫النسور‬ ‫الرحيم‬ ‫عبد‬ ‫قصي‬
•‫برمجيات‬ ‫هندسة‬ ‫بكالوريوس‬–‫التط‬ ‫البلقاء‬ ‫جامعة‬‫بيقية‬
•‫حاسوب‬ ‫علوم‬ ‫ماجستير‬ ‫طالب‬
•‫مواليد‬1970–‫السلط‬ ‫مدينة‬
•‫وعضو‬ ‫المعلومات‬ ‫تكنولوجيا‬ ‫مهندسي‬ ‫رابطة‬ ‫مؤسس‬
‫اإلدارية‬ ‫الهيئة‬
•‫االلكترونيين‬ ‫الكتاب‬ ‫لجمعية‬ ‫رئيس‬ ‫وأول‬ ‫مؤسس‬
‫األردنيين‬
•‫األردنيين‬ ‫الكتاب‬ ‫لرابطة‬ ‫اإلداري‬ ‫المدير‬–‫ال‬ ‫فرع‬‫بلقاء‬
•‫الص‬ ‫الشركات‬ ‫كبريات‬ ‫من‬ ‫إلثنتين‬ ‫مبيعات‬ ‫مسؤول‬‫ناعية‬
‫المملكة‬ ‫في‬.
•‫الشركتين‬ ‫تاريخ‬ ‫في‬ ‫مبيعات‬ ‫رقم‬ ‫أعلى‬ ‫صاحب‬.
•‫الهيئات‬ ‫من‬ ‫العديد‬ ‫لدى‬ ‫للمبيعات‬ ‫معتمد‬ ‫مدرب‬‫ومؤسسات‬
‫المدني‬ ‫المجتمع‬.

3. We all are selling something by the
end of the day …!

4. Sales from A to Z is just a big lie … in fact there
is nothing that you could learn from A to Z in life … I
might be an expert in sales but I am just a human like
you and him and there will always be something new,
something to learn or to add to your knowledge, but
this is how we sell our products, we do our best and we
wish that what we have done is good enough and will
satisfy our customers ….! Please Keep yourself updated,
follow your heart only when there is no guide or
nobody to hold responsibility …!
Qusai Nsour
email : qusainsour@yahoo.com
wgfit@facebook.com
Tel : 0096 7 99 30 40 89 / will always be there for you …God
willing

5. The first and biggest
success you may achieve
in sales is knowing how to
sell your products and
services not YOURSELF…!

6. Terms
• Products / Goods / Services.
Sales person / Salesman / Saleswomen
Are all the same in this course.

7. What do we mean by “Sales”?
• There is no absolute true definition.
But still we can try ….
A process where two parties or more exchange
goods, services or money in a certain place.
Note : where is the profit?
Write here your definition :
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8. Sales Vs Marketing
There are great differences between marketing
and sales in terms of definition, scope, process
, and Identity .
For further readings please refer to :
www.diffen.com/difference/Marketing_vs_Sales

9. Is it a gift or some thing that could be
learned…?!
• Yes it is a gift…!
Why?.............................
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• No it is something that
could be learned…!
Why?.................................
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10. What was your first sale?
• Write in brief :
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11. Sales Process Elements
• Salesman/woman :
what we mean by
salesman?......................
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• Buyer
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• Goods/ Services ..etc
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• Market (further
explanation)
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12. The Salesman / woman Classifications
• Sales support staff
• Reception
• Order taker
• Customer account
manager
• Sales
• Sales officer
• Sales supervisor
• Sales Engineer
• Sales executive
• Sales manager
• The bigger the title, the
harder it gets…!
• It is you that matter and
the title won't be used
after few visits.
• Trying to be nice, is not
good at all, people could
easily discover your
attitude, you must be nice
rather than trying to be.

13. The Salesman / woman- cont.
• Your role is defined by your employer upon
agreement, should be written …!
• The way you achieve your targets is set by
your management.
• Salesman duties are also written in a clear
way, if not; try to write them down and get
your management approval.
• Salesman is usually directed on daily basis by
his supervisor.

14. The Salesman / woman- cont.
• Am I missing something?
• What are the company / organization polices …!?
A clever salesman will always restrict him self to his company polices, you
must never break those rules, believe in your administration no matter
what; there will be lots of times when you feel that there decisions are not
a great support, believe me this not true, tell them what you think, defend
your point of view; but restrict your self to there directions.
Sales is a team work, and breaking the rules means that you are breaking the
circle with your team; and remember that you cannot hold responsibility
for a possible great loss…!
-Human resources, are suppose to explain to you your role.
- Sales department , are suppose to train you.
- Marketing , will draw the guide lines for your department.

15. The Salesman / woman- cont.
• What should I know about my
organization?
Typically … every thing that involves
your organization products.
• Polices regarding employees and
products
• Capabilities.
• Scope, in terms of place and time.
• Sales rates.
• Your company Vs competitors.

16. The Salesman / woman- cont.
• Salesman tools :
• Note book, this is something belongs to you and nobody else; keep
it safe and never through used ones; always ask for permission from
your customer to write what he says down, you shouldn't look like
police investigator with all do respect.
• Pen, if you lost yours , get another one, lots of customer might go
crazy if you forget there pen with you …!
• Phone (this must be something permanent / contact info.)
• Suit case, never leave it in the back seat of your car, thieves are
ready to break your car windshield to take it.
• Means of transport, always park in a safe and sound place.
• Business cards, don't be surprised if the customer used it to clean
his teeth, pretend that you have not seen that.

17. Some Ethics
• Never ever disparage your competitors.
• Appreciate people who give you help.
• Respect time.
• Work hard, and even harder, salesmen are the
owners, we are not “just employees”.
• Always think of your team.
• Never brag about your sales, let your numbers
talk.
• Devote some of your income to charity to
increase your sales, this is proven by studies.

18. What to wear ?!
• With every new possible customer it is like a job
interview …!
• There is no general dress … but all the ways you must
be clean and smell nice …
• Your clothes will say something about what you are
selling.
• Clean doesn't mean that you should wear fancy
clothes.
• Smell nice does not mean expensive perfume
• Sometimes it is better not to have any smell at all ….!

19. What to say?
• Now you need to think about selling process as if you
were a doctor and the buyer as your patient … if you
were the doctor; would you understand your patient
needs from talking or listening ?
• Your buyer (patient) needs are the guide to decide
what to say …and of course if you are the right
DOCTOR …!
• In fact you shouldn't always start talking about your
product, try something else , weather has been a good
thing to start talking about for long ages.
• Look carefully around your customer … who knows he
might be a big fan of Barcelona Like you …!

20. What will I hear?
- Mainly you will hear answers to your questions,
and never forget to ask for permission to ask /
collect information .
- People normally contact verbally by questions
and answers, it is not wrong to ask, and it is bad
to ask wrong questions.
- You will also be asked Questions, Never ever lie
…!
- You will hear Objections, Don't give promises that
you cannot keep.
- Negotiations, don't break your company polices.

21. I am a little bit shy
• This is the love story of sales …!
you are great, we all love shy
people, no matter what there
gender is …!
Propose … if it is yes …that is it…!
If the answer was no … you wont
be wondering for the rest of
your career/ life ...!

22. My customer has no clear idea about
his needs…!
• Take the lead …
• Ask questions
• Explore his needs
• What do you like / not what you hate?
• In fact there is no way to set the right questions,
because these questions will vary from customer
to another and it depends on what you are
selling, in many times you will find that your
customer is trying his best to explain to you
something that might seems silly and clear to
you, but still “are you sure”?!

23. Hold on …!
• Do you really see the
hall picture … the big
picture?
• The moon has a dark
side ….!(this is
something that we all
know)
• Qusai says “What you
really see is what really
prevents your vision …!”

24. homework
Define target from sales
perspective?
• What is a break even
point?

25. Buyers
• Walk in buyers :
This is the most popular
types of customers,
normally the seller is in
a fixed –known- place
and customers go to get
there needs from the
seller.
• Outdoor sales:
This is where the seller
goes to reach for
possible buyers and
present his goods and
offer prices.
• online buyers.

26. Buyers development phases and
growth
• If you are dealing with a good customer your
customer is suppose to develop with time, in
the beginning he is just a customer, with time
he become a partner, if you are good enough
your customer must be developed to be a
sales person that works for your benefit.
• Think hard to prevent your customer from
trying to deal with someone else, this “else”
might be better than you.

27. Buyers Types
• Mr. Complain : this type of customers will keep complaining
no matter how hard you try, the best way to deal with him
is by explaining to him his contract details again…!
• Skeptical : Take good care of his thoughts/ fears, read
between the lines, check his fear reasons, explain to him
how you will overcome his fears.
• Friendly : this type of customers is widely expected to be a
sales person that works for your benefit.
• Spendthrift : he is coming to buy, hold your breath and
watch…!
• Leader : He thinks and act as if he knows every thing, will
ask questions as if you were in a middle of an exam, are you
prepared?

28. Homework
• What is body language?
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Write down three moves and there
meaning?.......................................
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29. What you are selling?
• Find your self a niche …!
• Find a gap in the market — go where the
market is less crowded
• Use your expertise — market your knowledge
not just your products
• Do take it personally — personalize your
communication
• Grow by small steps — don’t take the risk of
giant leaps

30. Goods life cycle
1. Introduction.
2. Growth.
3. Maturity.
4. Decline.

31. Goods/products /services Introduction.
• During the Introduction phase, there will most-likely
be heavy promotional and advertising activity designed
to raise awareness of the new product.
• Salesmen will help and assist in achieving the
marketing polices of the company.
• Depending on the nature of the product, it will either
have a premium price so that its development costs
can be recouped quickly (this is the approach used with
most high-tech products) or be priced low to
encourage widespread adoption – what marketers call
"market penetration".

32. Growth
• Moving on to the Growth phase, promotional
activities will tend to focus on expanding the
market for the product into new segments –
usually either geographic or demographic –
and supporting this by expanding the product
family, for example with new flavors or sizes
(cartons of fruit drinks specifically sized for
kids lunch boxes, for instance).

33. Maturity
• By the time a product reaches its Maturity phase,
the company producing it needs to collect
considerable rewards for the time and money
spent developing the product so far.
• The product's features may continue to be
refreshed from time to time, and there will still
be some promotion to differentiate the product
from the competition and increase market share.
However, the marketing activity and expenditure
levels may be much lower than earlier on in the
lifecycle.

34. Decline.
• Finally, once the product begins to Decline, marketing support may
be withdrawn completely, and sales will entirely be the result of the
product's residual reputation amongst a small market sector.
(Elderly people, for example, may go on buying brands that they
started using forty or even fifty years earlier.)
• By this stage, the most important decision that needs to be made is
when to take the product off the market completely. It can be
tempting to leave a declining product on the market – especially if it
served the company well in its time, and there's a certain
sentimental attachment to it. However, it is essential that the
product is not allowed to start costing its producer money, and this
can easily happen if production costs increase as volumes drop.
• More importantly, the old product's very existence can absorb
managers' time and energy, and can discourage or delay the
development of a new, potentially more profitable replacement
product.

35. Pricing
• Getting your pricing right will make an
enormous difference to your turnover and
your profits. But it's a difficult art — set it too
high and your customers will flock to cheaper
competitors; set it too low and people will
assume your product or service is low quality
and steer clear.

36. Competitive pricing
• In most markets, competitors' prices will tell you what
you can or should be charging. Assessing how your
product or service compares to theirs — and the value
your target customers put on the different features and
benefits you offer — will also give you a good idea of
what your own offer should be worth.
• Setting your prices near to those of your competitors is
a safe strategy because potential customers won't rule
your products out immediately for being too
expensive. You'll also avoid the risk of starting a price
war by undercutting rivals.

37. Premium pricing
• If you have a grip on your market prices, it's
tempting to set yours just a little lower to give
yourself a competitive edge. In fact, setting a
slightly higher price is often a better pricing
strategy.
• In the minds of many customers, a higher price
suggests better quality and any reduction in
turnover caused by high prices can be more than
offset by larger profit margins. If it doesn't work,
you can always reduce your prices to a more
competitive level.

38. Discount pricing strategies
• Setting your prices lower might squeeze your
margins, but it can be a good way to seize
market share, particularly if you're offering a
new product or service. You'll be sacrificing
short-term profits, but you'll also be
discouraging competitors from entering your
market. As your volumes grow, your unit costs
will fall and you'll have a lasting cost
advantage over new firms trying to grab your
share of the market.

39. Pricing software services / products
• Pricing a service can be trickier than pricing a
product, which tends to be led by unit cost.
Getting it right means valuing your time and
expertise, and accurately weighing up customer
perceptions
• Research your market : The next step is to
conduct some simple market research. You might
look online or in your local directory to find out
who you are competing with, what they offer and
for how much.

40. Pricing software services / products –
cont.
• Calculate your costs : You then need to understand
what it costs you to provide your service to customers.
Calculate your direct and indirect costs when supplying
your services, including labor, training costs, overheads
and additional such as marketing. You will need to
decide to what extent these costs should be reflected
in your pricing.
• There are two basic pricing models to work from:
1. cost-plus pricing, which involves adding a mark-up to
your break-even costs.
2. value-based pricing, which takes into account the
value of your service to your customers.

41. Homework
• Define “market share”?
• What is meant by Product Diffusion?
• What do you think about the product life cycle
in software, what phase you think that can be
omitted?
• What is Shelf life for a software?

42. Market
• A medium that allows buyers and sellers of a
specific good or service to interact in order to
facilitate an exchange. This type of market
may either be a physical marketplace where
people come together to exchange goods and
services in person, as in a bazaar or shopping
center, or a virtual market wherein buyers and
sellers do not interact, as in an online market.

43. Defining Your Market
• There are two basic markets you can sell to:
consumer and business. These divisions are fairly
obvious. For example, if you are selling women's
clothing from a retail store, your target market is
consumers; if you are selling office supplies, your
target market is businesses.
• No business -- particularly a small one -- can be
all things to all people. The more narrowly you
can define your target market, the better.

44. SWOT analysis

46. Defining Your Market – cont.
• 1. Make a wish list.
With whom do you want to do business? Be as
specific as you can: Identify the geographic range
and the types of businesses or customers you
want your business to target. If you don't know
whom you want to do business with, you can't
make contact. "You must recognize that you can't
do business with everybody,". Otherwise, you risk
exhausting yourself and confusing your
customers.

47. Defining Your Market – cont.
• 2. Focus.
Clarify what you want to sell, remembering: a) You can't be “all
things to all people” and b) "smaller is bigger." Your niche is not the
same as the field in which you work. For example, a retail clothing
business is not a niche but a field. A more specific niche may be
"maternity clothes for executive women." To begin this focusing
process, these techniques to help you:
• Make a list of things you do best and the skills implicit in each of
them.
• List your achievements.
• Identify the most important lessons you have learned in life.
• Look for patterns that reveal your style or approach to resolving
problems.

48. Defining Your Market – cont.
• 3. Describe the customer's worldview.
A successful business uses what the Platinum
Rule: "Do to others as they would do to
themselves." When you look at the world
from your prospective customers' perspective,
you can identify their needs or wants. The
best way to do this is to talk to prospective
customers and identify their main concerns.

49. Essential Selling Skills
• A sales culture is one in which everyone in the
organization understands the sales workflow,
sales objectives and goals, what prompts a
potential customer to buy, and how he can
contribute to the close of that sale.
• With the creation of this sales culture, the
job of sales is not left to the sales
professionals alone.

50. Essential Selling Skills – cont.
• Sales leaders must coach, evaluate, and mentor
sales professionals to enable them to develop
and use these essential skills.
• Personal skills ensure that the sales professional
is assured and competent in his own skills and
self-awareness.
• Relational skills ensure that personal skills can be
used in collaborative scenarios to build trusting
and positive relationships with others, customers
as well as fellow employees.

51. Essential Selling Skills – cont.
• Professional business skills : include all elements
of business planning, objective setting, goal
definition, metric, and measurement of
achievements toward goals.
• Return on investment skills : combine the use of
all other skills to enable sales professionals to
maximize sales culture environments and
activities for new value creation. This would
include innovation, new product and service
development, and sustainment of long term
customer relationships.

52. Essential Sales Skills
• Natural want to sell : To be a great sales
professional, you must want to sell
• PASSION : You have to be passionate about
your work and the product that you sell.
• ENERGY :High energy means that you bring
the right energy and intensity to work with
you and try to instill it in those around you

53. Essential Sales Skills
• SELF-MOTIVATION :When passionate about
yourself, you extend that passion to your
work. This is reflected in the value that you
convey to your customers.

54. Essential Sales Skills
Integrity
• The best sales professionals are honest. They are
punctual, dependable, reliable, respectful, and
caring. It is never a good idea to tamper with your
credibility. It is important to always make sure
that you do what you say, say what you do, and
be completely honest with your customers. You
get one chance to build credibility towards sales
success. Always be ready to acknowledge
mistakes and apologize without blaming others.

55. RELATIONAL SELLING SKILLS
• Relational skills define how we handle
ourselves as individuals and form
relationships with others.

56. RELATIONAL SELLING SKILLS – cont.
• HUMILITY :
Humility is at the heart of lasting sales success.
Genuine humility is not faked or insincere. It is
a strength of character that creates success.
People would rather buy from a person who
is modest and real, as opposed to one who is
arrogant and overconfident.

57. RELATIONAL SELLING SKILLS – cont.
• EGO CONTROL
Be careful not to be too impressed with your own
success. It takes a lot of hard work, time, skills,
and a little bit of luck to be a great salesperson.
Keep these factors in mind when presenting
yourself. Customers sense your concept of
yourself. An oversized ego will alienate you from
your customer and your co-workers, making it
very hard to create a collaborative work
environment.

58. RELATIONAL SELLING SKILLS – cont.
• CONFIDENCE
Great sales people create success when they are
comfortable with their skills and knowledge, while
simultaneously understanding their limitations and
leveraging their strengths. Confident sales
professionals possess a natural comfort in dealing with
customers and an ability to converse and interact with
ease. Customers like to work with confident and
capable sales professionals and will place a higher level
of trust in them. Being comfortable with yourself, your
company, the products, and knowing how to handle
rejection creates success and boosts your confidence
level.

59. RELATIONAL SELLING SKILLS – cont.
• RELATIONSHIP- BUILDING :
Customers buy from sales people who they trust. This
trust happens as sales people invest time in building a
relationship. Closing on a complex sale is due to a
relationship of trust and it leads to other sales, as well.
Selling is frequently less about products and solutions
and more about the relationships and trust that have
been established. You must create success through
solid relationships and trust. These elements become
your support system for tomorrow’s sales.

60. RELATIONAL SELLING SKILLS – cont.
• Shared
Building great relationships allows you influence
to collaborate and network with your internal
team in order to close business.

61. RELATIONAL SELLING SKILLS – cont.
LISTENING

62. RELATIONAL SELLING SKILLS – cont.
• PATIENCE :
Patience is essential to let deals develop, mature,
and close. Rushing a deal to closure can mean
sacrificing business and long-term relationships.
Every sales campaign’s buying cycle and customer
are different. This requires the sales person to be
patient, to understand, and to adapt to those
specific needs. Great sales campaigns take time.
Your customer will not be rushed.

63. RELATIONAL SELLING SKILLS – cont.
• PERSONAL RESPONSIBILITY
Personal responsibility is the total of all of the above
skills. Only you are responsible for your own success.
Your image, power, and energy are clear every day.
Your treatment of customers is critical to these
perceptions and controls your sales karma. Whatever
happens is within the sales professionals’ domain of
control. If an event occurs that is obviously beyond
your domain, such as a bankruptcy or company
change, consider the options, and perhaps move on to
create success someplace else. You are the creator of
your own success.

64. RELATIONAL SELLING SKILLS – cont.
• COMPETITIVENESS :Competitive sales
professionals are expert in why and how their
products and services are the best choice for
the customer.

65. EXCEPTIONAL SELLING SKILLS
• INTELLIGENCE :Intelligence is a vital combination of
common sense with a healthy quantity of knowledge that
leads to make solid business decisions.
• SEE THE BIG PICTURE : Today’s sales are exciting, for sure,
but are you seeing the opportunities that are six months, a
year, or two years down the road? Your customers are not
one-time opportunities. Use your business maturity to
gauge long-term impact and to view your customers as
accounts with future potential. Every customer has a
chance to be that star customer who will continue to
engage you for products and solutions. Be sure to look
beyond the deal at hand. Customers are multiple
opportunities and the building blocks of the long-term sales
strategy.

66. EXCEPTIONAL SELLING SKILLS – cont.
• BECOME A THOUGHT LEADER : You must sell with a
perspective of your industry. Be able to talk
intelligently about where your customer’s industry is
going, about internet developments and chances that
are likely to occur.
• DESIRE TO EDUCATE YOUR CUSTOMERS: You must
create a convincing story and convincing reason for
them to buy.
• COMMITMENT TO CAREER LEARNING :Always be open,
willing, and able to learn new things, develop new
skills, and volunteer to teach colleagues by sharing
your experiences.

67. Time consuming things

68. Time consuming things

69. Time consuming things

70. Time consuming things

71. Sales Process
Definition :
“Sales process” most often refers to a
repeatable set of steps your sales team takes
with a given prospect to move them from an
early stage prospect to a closed customer.
Some common stages or steps of the sales
process may include:

72. Sales Process Steps
1. Chances : The process of sourcing new early
stage leads to begin a sales process with.
Prospecting – looking for chances - may
involve online research to find new prospects
/chances , or researching into an existing
database of contacts.

73. Sales Process Steps – cont.
2. Connect :
Initiating contact with those early stage leads to
gather information and judge their worthiness
for moving forward.

74. Sales Process Steps – cont.
3. Research : Learning more about a prospect
customers and their company as they progress
through the sales process can help sales reps
offer a more tailored experience, and improve
the likelihood a deal will close.

75. Sales Process Steps – cont.
4.Present
• A typical stage of many sales processes is to
run a formal presentation or demonstration of
what is being sold. This stage is time
consuming, so it typically comes deeper in the
sales process and only for well qualified
prospects.

76. Sales Process Steps – cont.
5. Close
• This stage refers to any late stage activities
that happen as a deal approaches closing. It
varies widely from company to company, and
may include things like delivering a quote or
proposal, negotiation, achieving the buy-in of
decision makers, and other actions.

77. Dealing with objections
• Gratitude
• Say “Thank You!” Always thank your customer when
they put an objection in front of you because this is an
opportunity to address it and move on with your
deal. In fact, ask them about all of their concerns and
objections right up front and you’ll receive even more
opportunities to turn the table to your advantage.
Don’t forget, an objection is better than a “no” because
it gives you some place to begin the conversation. I
can’t tell you the number of times a simple thank you
has helped to diffuse a situation with an angry or upset
customer and get me on my way to solving their
problem or getting them back on the happy train.

78. Dealing with objections
• Empathize
• Empathy is a way to connect with your customer on a
personal level, show you care and that you’re listening. All
of us have had to say “no” at one time or another, and in
business, you’re not always speaking to the decision maker.
Often times, they’re just the messenger so don’t shoot
yourself in the foot by getting defensive. After thanking the
customer for bringing the objection to your attention,
empathize in a way that will help further diffuse the
situation. For example: I hear this a lot, I’m sorry you feel
that way, it sounds like this has been very frustrating, I hear
what you’re saying and I think I can help. By empathizing
with the customer, they’re more likely to open up and
share more.

79. Dealing with objections
• Let the Discovery Begin
• Now that you’ve begun to diffuse the situation, take your time to
uncover what’s really going on. Good customer discovery always
focuses on asking open-ended questions. If the customer can
respond with a “yes” or “no,” then you’ve got to rephrase your
question. This is a lot harder than it sounds and it takes practice to
develop this ability. You can test yourself at home or with a friend –
have a conversation with someone and only ask them open-ended
questions. If you get stuck, just do what every 4 year old does and
ask “why?” -- you’ll be amazed at how powerful that little question
can be! Building rapport is equally important during the discovery
phase. Check out the recent blog article titled “Your Best Sales
Prospecting Asset is You” for some great tips on building rapport
and trust.

80. Dealing with objections
• Ask, Probe, Confirm
• Now that you’ve got the questions flowing, it’s important to keep
the conversation moving further and deeper. As the customer
responds to your open-ended questions, you should probe further
by asking more questions about what they’ve just said. If at any
time you don’t understand something, ask them to clarify. A great
example of this tactic is when the customer mentions an
contraction or other words specific to their company or business
process. Experts say that it takes at least 4-5 layers of questions to
really uncover the pain or nature of the objection. Take your time
and keep asking questions until you truly understand the reason for
the objection and they’ve satisfied you’re curiosity. Finally, restate
what you heard in your own words and ask them to confirm that
you’ve understood them correctly.

81. Dealing with objections
• Show Them The Value
• To keep your customer around for the long haul, they
must see value in your product or service. The purpose
of good discovery is to understand what’s important to
them, why it matters, and what their business would
be like without your product or service. When you
uncover a pain, your next step should be to quantify
what that pain is costing the business. If the customer
continues to object or restate the same objection then
you’re not asking the right questions to align your
value to their pain. Pain can cost a company in a
different ways; lost revenue, wasted time, customer
satisfaction, employee turnover and more.

82. Dealing with objections
• Back It Up With Proof & Customer References
• Now that you’ve gone through steps 1-5, it’s time to back up your
statements with industry research, customer references or
customer success stories to prove the value of your product or
solution. For research, find out what analyst firms say about your
industry or product and incorporate this data into your
conversations. I’ve had great success getting new customers
interested by mentioning what leading industry analysts say about
our products. Customer references are another great tool because
those stories often represent a pain or objection that was overcome
with success. I challenge everyone I mentor to learn at least 3 new
and relevant customer stories a month. Overtime, your stories will
set you apart from others and give your customers another reason
to trust you with their business.