Sales and Sales Management Blog

September 26, 2012

Book Review: Strategic Sales Presentations, by Jack Malcolm

Filed under: Book Reviews — Paul McCord @ 11:53 am
Tags: , , ,

No matter what you sell, where you sell, or how you sell, you are a presenter.  It makes no difference if you are presenting to an individual or a group, a guy buying a lawnmower or a company awarding a multimillion dollar contract, you must make a presentation of some kind.  And certainly, the more complex the sale and the more people involved, the more complex the presentation becomes.

The problem for most of us sellers is that we really aren’t that great at presenting.

Why?

Based on my years of working with sellers, I’ll posit three major stumbling blocks that prevent us from being great presenters.  Most sellers suffer from one or more of these issues:

Wrong idea of what a presentation is about:  We tend to think of making a presentation as providing information—about ourselves, our company, our products and services.

A lack of understanding how people really make decisions:  Many of us simply don’t have a deep understanding of human nature and how people make decisions.  We mistakenly believe that our prospects, especially business prospects, will make decisions based solely on facts and numbers, that logic and rational thinking rule the day; others of us think decision making is completely based on emotions and that the prospect can simply be manipulated into making a purchase commitment.

Winging it:  Many of us mistakenly believe we are at our best when presenting extemporaneously, and not “canned.”  Some of us only half wing it—we do a bit of preparation, but not nearly enough.

Do any of the above speak to you?  I’ll admit that one or two certainly speak to me.

As sellers we make a living on the presentations we make yet so many of us suffer from one or more of the ills above. 

Fortunately, we don’t have to.

Jack Malcolm’s new book, Strategic Sales Presentations (booktrope:  2012), addresses each of these issues and does so in such a manner as to make the process of creating and perfecting a presentation both clear and manageable. 

From my perspective the key to Malcolm’s book is his thorough integration of an understanding of how individuals and groups make decisions, and why and  how you must incorporate that understanding into your presentation.

Strategic Sales Presentations is designed for the B2B seller but its application is universal for anyone who has to sell, and, of course, that is virtually every human being on the planet.  Malcolm’s book is a clear and precise handbook on crafting a strong, persuasive, effective presentation that meets the prospect’s need for information while addressing their emotional needs.  Unlike so many books on presenting, Strategic Sales Presentations addresses the prospect as a whole person, not just a detached analytical brain or a mess of emotional triggers.

Not only does Malcolm lay out the process for creating your presentation, he anticipates the issues and obstacles you’ll face from anticipating questions and objections to how to deal with a hostile audience to how to present numbers and technical information and gives real workable advice on how to deal with these issues.

If the above hasn’t convinced you to grab a copy of Strategic Sales Presentations, then pop for the price of the book just to get the templates in the Appendix.   In the Appendix you’ll find an Audience Analysis template along with Presentation Preparation and Building the Presentation templates, each will make you a better presenter if you’ll simply take the time to work through them when preparing to make a presentation.

There are a lot of presentation books on the market with a good many addressed specifically to sellers, but none deliver as well as Strategic Sales Presentations on the promise to help you become a better, more effective presenter—no matter what you sell.

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September 22, 2012

Guest Article: “7 Secrets to Improve Your Negotiating Skills,” by Mark Hunter

Filed under: Uncategorized — Paul McCord @ 9:37 am

 7 Secrets to Improve Your Negotiating Skills
by Mark Hunter, The Sales Hunter

Here are 7 secrets you can use right now to improve your negotiating skills

1. Sell first, negotiate second.

Never go into a sales call expecting to negotiate, rather go in committed to sell and close the deal without making any concessions. It’s during the selling phase when you have the best opportunity to learn the most about what it is the customer needs and wants.

2. Never negotiate until you know at least 3 needs the customer has or 3 benefits the customer is looking for.

You can’t negotiate until you know what it is they want. Once you start negotiating with the customer, everything they say is going to be suspect since they too know you’re negotiating.

3. Don’t start negotiating until you know the timeframe of when the other party intends to make a decision.

Time is a powerful negotiating tool. If the other party has all the time in the world to make a decision, then they will use it against you.

4. Let the other party put the first offer on the table.

No matter how tempting it is to get things going, don’t! Let the other party state the price they’re willing to pay. This at least gives you a frame of reference to work with.

5. Offer your ultimate package early.

One way to get the other person thinking differently is by letting them see your top of the line package and price. Doing this early can move the customer’s mind and get them thinking of something larger and, more importantly, a higher price.

6. When stating your price, don’t ask; tell them and do it with both a firm voice and eye contact, followed by silence.

After you share the price wait and let the other party respond.

7. Be prepared to walk away.

Don’t think any deal needs to be closed right now. Many times the most profitable deals you’ll ever make are the ones you don’t get…today.

There they are — 7 things you can start doing right now to improve your negotiating skills and ultimately the deals you negotiate

 

Mark Hunter, The Sales Hunter, is a leading sales expert and speaker helping sellers and companies succeed and improve their ROI.  He is the author of High Profit Selling and you can find him at The Sales Hunter Blog.

 

September 18, 2012

Guest Article: “3 Detrimental Sales Coaching Mistakes,” by Sean McPheat

3 Detrimental Sales Coaching Mistakes
by Sean McPheat

Great sales coaching will not only inspire sales people and generate more sales revenue, but also increase market share, reduce employee turnover, increase customer loyalty and much more.  Successful sales coaching strategies can be the foundation on which your sales team thrives. Conversely, negative coaching, consisting of poorly planned and executed sales meetings and de-motivational management concepts, will cost your organisation in ways that you may not be able to recognise or quantify.

While there are tons of motivational tips and tricks on what to do for positive coaching results, here are a few things you need to try to avoid at all costs.

Sales Coaching Mistake #1 – Intimidation
Some managers actually believe in negative motivation, and some exude such thoughts accidently.  However, you want to be careful not to intimidate or use scare tactics to motivate people.

While it’s true that fear can get people to do things they might not otherwise do, unfortunately that includes the bad things as well as the good.  In addition, when you intimidate a team member in front of the group, the negative affects spread throughout the group.

Be aware that you can intimidate people without actual threats.  Challenges and goals that are beyond the sales person’s belief or imagination can intimidate and frighten the sales person, sending them into a counter-productive shell.

Sales Coaching Mistake #2 – Harsh Or Public Criticism
While you may never deliberately try to degrade a sales person, be aware that you can do this unintentionally.  When a sales person has a problem, or is not performing well, it is easy to use that person’s situation as an example.  Never point out someone’s shortcomings in a group sales meeting. Always discuss a sales person’s negative issues in private.  Also, keep in mind that a sales person’s failures…are actually YOUR fault, anyway.

Sales Coaching Mistake #3 – Ridged Control
Be careful not to overpower your sales team. The philosophy of many salescoachesis to “Rule with an iron fist…,” doing more demanding than managing.  To force people to follow you is not leading, it is subjugating.

You never want to demand the team do things that you cannot, have not, or would not do yourself.  However, if you have done those things, you also want to remain humble and not glorify your experience.  Lift the team up instead. In sales meetings, be careful not to issue orders or commands.  Instead, offer objectives and action plans to reach those objectives.

In short, as a sales coach: do not, intimidate, berate or subjugate!

 Managing Director of MTD Sales Training, Sean McPheat is regarded as a thought leader on modern day selling. Sean has been featured on CNN, ITV, BBC, SKY, Forbes, Arena Magazine and has over 250 other media credits to his name. Sean’s Sales Blog is visited by 5,000 people every week and his 6 Sales Training Audios are free to download

September 15, 2012

Numbers Don’t Lie? Oh Yes They Do

How many times have you heard that one that numbers don’t lie?  Probably like me you’ve heard it thousands and thousands of times. 

And we in business, especially sales, love numbers.  We track everything that could possibly be tracked with a number—the number of calls made, the number of times someone answers a call, the number of appointments set, the number of contracts signed, the number of pencils used, the number of no’s we get, the number of contacts made before we get a yes, the average commission earned, the ratio of calls to appointments, and the list goes on and on and on.

We live our life by numbers.  We rival baseball in how fanatical we are about numbers.

We swear by our numbers. 

We live and die by our numbers.

Our numbers tell us when we’re doing something wrong and when we’re doing something right.  They tell us whether to be happy or sad.  They tell us if we can bitch slap Joe in the next cubical this month or whether he is going to be slapping us.  They tell us how much swagger to put in our step, whether we need to pick up the pace or if we can take a weekend off, whether we should answer that call from our boss or ignore it.

We also do some really stupid things because of our numbers.

I’ve had sellers get all giddy because their close ratio is super high or because their average contract has skyrocketed.

I’ve had sellers totally transform their way of doing business because they’ve busted through to a new level.

I’ve had sales leaders beef up personnel because their teams have finally got it and the sales are flowing through the door.

Some of the situations above were perfectly justified.  In fact, in some of the cases the seller or sales leader had waited too long to make the proper adjustments.

But in way too many cases the sellers and sales leaders have overreacted and ended up doing great damage to themselves and their company.

In all of the above cases decisions were made based on hard, cold, concrete numbers.

So how come some make wise decisions based on numbers while others make disastrous ones?

In my experience there are three major reasons why the numbers don’t tell the real story:

  1. Emphasizing the Wrong Numbers.  Most companies and a great many sellers and sales leaders keep track of a large amount of data such various ratios, numbers, averages, and such.  At any given time some of this data is positive and some negative in terms of our performance. With so much data it can be easy to get lost in the forest of “stuff.”  It is even easier to drift toward the positive numbers and downplay or even ignore the negative data.  If perchance the positive numbers are the truly significant ones and you act on them, you stand an excellent chance of growing your business. On the other hand, if the negative numbers are the significant data and you brush them aside to concentrate on the positive numbers, you stand a very great chance of pursuing numbers that will damage your business.I had a client whose data indicated that their average sale for the past two quarters was over twice their pervious average.  But the data also indicated that the profits from those sales had declined substantially due to increased sales and delivery costs.  Which number got them excited?  Bigger contracts.  Which numbers did they assume were aberrations?  Increased costs and decreased profits.  What did they do?  They concentrated on going after larger contracts and consequently suffered a major hit to their bottom line.Using a very critical eye when analyzing what is happening in your business—whether the analysis is of a large business with tens or hundreds of millions at stake or your own sales business where your personal income is on the line—is critical.  We all like to see those positive results from our hard work and hate to confront the negative.  But the only way to grow our business is to look at the business as it really is which often means correcting or eliminating the negative is of more immediate importance than expanding the positive.
  2. Taking Too Short a Time Span as the “New Normal.”  Each of our businesses changes over time.  We all reach new plateaus or crater to new depths.  We all have winning streaks as well as slumps.  Our numbers ebb back and forth while over time remaining consistent or possibly increasing or declining. That constant near term change creates a long-term pattern. Although the near term ups and downs are important, it is the long term pattern that is most vital to telling us what is really going on in our business.  Unfortunately too often we get caught up in the short term change and convince ourselves that it marks a sea change in our business when in fact we’re simply on a short term roll or in a short term slump.  This isn’t to say to ignore short term trends, but rather that they must analyzed in the context of our long term history.If you’re a sports fan you’re more than a little familiar with short term rolls and slumps.  You live and die each season based on the streaks your team or a particular player is on.  Those streaks are one of the reasons they play a complete season and why players are paid based on a history of production and not based on short term bursts.   Hot and cold streaks come and go but over the long term their real win/loss or batting or passing record emerges and reveals their strengths and weaknesses.It is easy to get suckered into believing that what has happened over the past few weeks or months is the new reality.  It may be.  More than likely it isn’t.  Numbers have a way of being consistent and working themselves out over a long period of time.  Those short bursts and potholes get washed out over the long term.New plateau or momentary spike?  Only time will tell—but far too many businesses and sellers turn on a dime when they should be holding steady based on what’s happening today in relation to what their long term history has been.
  3. Ignoring Reality and Making the Numbers Conform to Their Pie in the Sky Hope:  In a sense, you can make numbers say anything you want them to say.  Good can be bad and bad good if you know how to spin them.  And many a manager and seller are good at spinning to make their numbers conform to their own fantasiesA few years ago I was speaking to a group of Realtors about building their businesses through referrals and how to become a referral based seller.  One lady raised her hand and proudly proclaimed that her business was already referral based because over the past year almost 90% of her business came from referrals from clients.  I and the rest of the group were duly impressed—until I asked her how many new clients she had acquired during that time.  Nine was her answer.  Hell, with nine new clients over the course a year she wasn’t a referral based seller, she wasn’t even in business.  But she had convinced herself that she was going great guns in the referral area.Too many find it all too easy to take a number they like and force it into a story that makes them feel good.  The sad part is they so often believe their own BS and must then suffer the consequences.

The truth is numbers don’t lie, we do.  We lie to ourselves; we cherry pick the number we like and ignore the one we don’t; we react to the immediate without regard to history. 

So I apologize to numbers that I so callously accused of lying.  They’re innocently just doing their job; we’re the guilty party taking them out of context and forcing them to represent something they don’t.

The moral of the story is simple—let numbers do their job.  Let them marinate for a period before trying to declare them to be shining a light on a completely new path; let them say what they’re trying to say instead of what you want to hear; and by all means, don’t force them at gun point to be an accomplice to a personal crime of self deception.

Now, go in peace and sin no more and your numbers will faithfully lead you in the right direction.

Connect with me on Twitter: @paul_mccord

On Facebook:  http://www.facebook.com/McCordTraining

September 13, 2012

Book Review: New Sales. Simplified., by Mike Weinberg

Filed under: Book Recommendations,Book Reviews — Paul McCord @ 4:08 pm
Tags: ,

How complicated is selling?  Well, if you hop over to Amazon and search “sales books” you’ll get over 335,000 results.  Based on that one must assume that selling is one hell of a complicated thing to do, right?

Well, it may appear to be that way but as Mike Weinberg in New Sales. Simplified. The Essential Handbook for Prospecting and Business Development (AMACOM: 2013) makes very apparent, selling has never been and is still today not a highly complicated activity.

New Sales. Simplified. isn’t a ground breaking book in the sense it offers a slick new cutting edge, unproven theory on how to sell.  If fact, there’s really nothing “new” at all in the book.

So if it doesn’t offer some new super duper cutting edge sales idea why in the world would you want to lay out hard earned money to buy it?

Because Weinberg offers the one thing that most other writers on selling don’t—real, honest-to-God clarity on how to become a solid, high producer in sales.

New Sales. Simplified. lays out a simple formula for growing and developing your sales pipeline based on proven actions and strategies that have been the foundation of sales success for thousands of highly successful sellers. 

Don’t confuse simple with easy.  Unlike a great many sales hucksters, Weinberg doesn’t promise a magic formula that makes selling quick and easy with no muss or fuss and immediate overnight results.

What, then, does New Sales. Simplified. offer?  Weinberg presents a simple, straightforward, effective and proven process for finding and connecting with quality new business.

The book starts out reviewing the primary reasons salespeople fail—from not having a clear path to success to being good corporate citizens to being “prisoners of hope,” as well as 13 other key stumbling blocks that prevent sellers from being successful.  An interesting element of the discussion of the 16 paths to failure that Mike identifies is that although many are easily identified as negative, such as not being able to gain the prospect’s attention or having a negative attitude, others are often considered to be admirable, such as being ever ready to pitch in to help or being eager to take care of their accounts, but are in reality equally destructive to sales success.

Next Weinberg tackles a very real but most often overlooked deterrent to the success of sellers—the company’s leadership.  Far more often than companies want to admit, the attitude in the executive suite is the root sales problem, not the sales force itself.  Just as he did with individual salespeople, Mike identifies the major walls companies create to discourage and/or prevent the sales team from being successful—and as with individual salespeople, often these walls are rooted in negative attitudes and a lack of clear focus.

The center of New Sales. Simplified. focuses on four actions sellers must take in order to turn finding and developing new business into a simple and effective process:

  1. Selecting Targets.  “(T)he proactive new business hunter requires a strategically selected list of appropriate target accounts in order to launch the attack.”  Finding new business demands action, not reaction, Weinberg argues.  And the action required is highly focused and selective.  New Sales. Simplified. shows you how to develop target accounts.

  2. Developing a Solid Sales Story.  “A compelling, differentiating, client-focused story is a prerequisite for new business development sales success.”  The sales story as Weinberg says isn’t about you or your company; it’s about your prospect, about what it means for them.   So key is the sales story to success that Mike dedicates two chapters to helping you develop and sharpen your story.  If your sales story can’t pass the prospect’s “so what” test (and even if it can), these two chapters alone are worth the price of the book.

  3. Developing Connection Expertise.  Identifying and finding your targets is pretty much worthless if you can’t connect with them isn’t it?  Weinberg spends a good deal of the book discussing how to connect with your identified targets—and, yes, using the hated, dreaded phone is one of the tools Mike teaches you how to use effectively. 

    As with developing a solid sales story, this section on how to effectively connect with targets requires several chapters.  Weinberg doesn’t simply deal with using the phone to connect and set an appointment.  He also presents an in depth discussion of how to create successful face to face meetings with prospects.

  4. Taking Control of Your Sales Business.  To this point New Sales. Simplified. has spent a great deal of time walking you through the process of finding and connecting with great targets.  But no matter how proficient at finding and connecting with targets you become, it’s worthless if you don’t create the atmosphere that will allow you to exercise your skills. 

    Unfortunately if you don’t create that atmosphere, no one will do it for you.  In fact, most everyone, including your manger and company (and consciously or unconsciously, you) will be unintentionally conspiring to prevent you from doing the things you know you must do to be successful.  Mike gives you the real workable tools you need that will allow you to finally take control of your sales business and control your sales destiny rather than being controlled by circumstances and the busy work that can destroy your career.

If you’re not where you want to be in your sales career, if your pipeline isn’t as robust as you want, or if you are new to sales and are looking for real guidance and not just useless hype, New Sales. Simplified. should be on your immediate “to do” list.  And don’t just take the first step and get the book, open it and read it—and above all implement what you learn.

As Weinberg points out at the beginning of New Sales. Simplified., there’s a great deal of discussion today about how “old fashioned” sales strategies such as finding and connecting with high quality prospects is passé and nothing more than a waste of time.  If you want to make a career in sales, don’t buy the madness, instead do the things successful sellers are do–and New Sales. Simplified. shows in detail how to do those things.

September 12, 2012

Guest Article: “Selling Your Relevance, Not Your Product,” by Babette Ten Haken

Filed under: Communication,developing expert reputation — Paul McCord @ 10:02 am
Tags: , ,

Selling Your Relevance, Not Your Product
by Babette Ten Haken

Have you ever listened to yourself speak with your prospects and customers? If you’ve gone through any type of sales training, the goal of your discussion usually is finding out what your prospective customer “needs”. Then it’s supposed to be a straight-line shot to showing them why your product or technology is the only solution.

So what?

That’s the spiel your current and prospective customers are expecting to hear.

If you are an engineer, and your current and prospective customers call you directly (trying to avoid this commoditized sales scenario), listen to yourself as well. If you’re an engineer, the customer has you from “hello”. You immediately respond by problem solving and offering up solutions. Even if the person on the other end of the phone or computer is shopping your solution – and your willingness to give it up. Even if this individual has bigger fish to fry than the project they are using to vet you, and your company.

So what if you solved their problem in 10 seconds flat? Sort of like engineering roping and hog tying.

Your customers and prospects want a dialogue. A conversation. It isn’t a contest to see how many solutions or suggestions you can come up with. Or how clever you can be responding to questions they throw at you.

Why are you wasting their hard-to-get time?

The best conversations you can have with customers are those conversations even they didn’t know they wanted to have with you. The relevant conversations that involve industry and marketplace dynamics, economies of scale and nations, the context in which they are (trying) to make a decision, and the chaos of their business model.

Bet they didn’t teach you how to have those discussions in business school, sales training or engineering school.

These are the relevant conversations that stick in customers’ minds long after they have them with you. Because they know you took the time to build up your knowledge base beyond the status-quo of selling your solution. Because they appreciate the breadth and depth of your vision. Because they understand how your perspective helps them run their businesses. Because they are grateful for you taking the time to speak with them.

Relevance could be the definition of “value” that everyone’s been throwing around lately. And value’s just a noun in need of a descriptor.

Relevant value.

I like the sound of that.

Babette Ten Haken provides sellers with a methodology on how to explain a product, its benefits, and its value, in ways that are comfortable for the buyer to hear, and the salesperson or technical professional to say.  Babette is President of Sales Aerobics for Engineers and writes the Sales Aerobics for Engineers Blog.

September 5, 2012

Guest Article: “How to Quickly Build LinkedIn and Facebook Connections,” by Kelly McCormick

Filed under: Networking — Paul McCord @ 11:59 am
Tags: , , ,

How to Quickly Build LinkedIn and Facebook Connections
by Kelly McCormick

There is an art to making connections in the virtual business world. As the term implies, ‘Social Networking’ is about building relationships. And the best place to start the process is at the ‘invitation’ stage.

From personal experience, the ‘Accept’ ratio increases when a personalized message is included in requests to connect.

BUT, it’s important that the ‘personalized’ message doesn’t sound phony or like a template. So let me show you what to do and say instead.

Ditch The Default Message
Start by deleting the default request to connect messages. For example, on LinkedIn the default message reads, ‘I’d like to add you to my professional network.’

Facebook sends out an equally generic request. However, before you hit send, you can select the ‘Message’ option. This is where you’ll write your personalized note.

Try This
In your personalized message, be upfront about your desire to connect.

Even a simple statement like:

“Hi, I don’t believe that we’ve met. However, we seem to know many people in common and I’d like to include you in my network… [look forward to reading your posts/sharing resources/learning more about you…].”

Best Request I Received
The best, LOL, request to connect I’ve ever received came via LinkedIn. The ‘invitation’ was from someone I had never met.

The fellow checked off the ‘Friend’ box and took a guess as to my email address. Bingo! His request made it to me.

When I opened the invitation, the message simply said, “Ok, we’re not friends and we’ve never met. However, I would like to connect. What do you think?”

Wondering how I responded?

Well, I hit reply and typed, “That was a refreshingly creative approach. You are definitely someone I’d like in my network.” I then hit send and ‘Accept’!

His approach may not work for everyone. However, the point is to include a message with your requests to connect and go for it.

Kelly McCormick is a business expert with OutSell Yourself®, a division of her company The McCormick Team, Inc. Kelly doesn’t just talk the talk – she walks the walk. She’s owned three successful businesses – the first at age 21. Starting each of her companies from the ground up left Kelly with a deep understanding of human mindsets and what it takes to build a brand, market, and sell.

September 1, 2012

May the Seller Beware

Filed under: business,Culture,sales,selling,small business — Paul McCord @ 10:34 am
Tags: ,

Once upon a time, long, long ago in a land that once was the envy of the rest of the world, there was a well known and honored piece of advice that was critical for success in the marketplace for anyone making a purchase.  That advice—caveat emptor or buyer beware—carried the implied and very real responsibility the buyer had to make sure they were buying the right product, at the right price.  If the product didn’t perform as the buyer hoped or if the buyer paid too much, the responsibility laid at their feet.  If, however, the seller knew the product had defects or made material misrepresentations about the product, the seller could be held responsible in a court of law.

When caveat emptor reigned, commerce responsibility was a two way street.  Each party assumed responsibility for their part of the transaction.  The buyer was responsible for researching the product, the company he or she was dealing with, and comparing prices amongst providers and comparable products or services, while the seller was responsible for providing a safe and reliable product—or at least one they believed to be safe and reliable—and representing it honestly to the buyer.

Those good ‘ol days are gone forever.  Over the past decades the government has determined that buyers are not capable of successfully navigating the marketplace and thus must be protected from themselves by shifting virtually 100% of the responsibility in the transaction to the seller.

No longer may a seller offer a product or service in the consumer marketplace expecting the buyer to make reasonable decisions about whether or not the product will meet his or her needs.  No longer can a seller confidently price their product or service without the fear that some government official or agency will seek to force them to justify the price or lower it.  No longer can a seller offer a product or service free of the fear that government won’t demonize it and possibly even ban its sale by fiat. 

In the past few years government on all levels has become much more proactive at going after businesses who have sold a product or service to a consumer who then determined it didn’t meet their needs.  Government at all levels is becoming much more proactive at trying to influence how businesses price their goods and services.

In the consumer market buyer beware has now been replaced with seller beware.

Worse, these same issues are now being felt more in the business-to-business marketplace than in the past.

Even worse, in some cases even the salespeople involved in transactions are being held personally accountable.  These aren’t instances of the salesperson lying or misrepresenting the product or service.  These aren’t cases of price gouging.  These are instances of a salesperson selling their company’s product or service in good faith with adequate disclosure but where the buyer bought a product that didn’t perform fully to their expectations or where the product or service caused harm due to buyer misuse.  In some cases the buyer’s expectations were unrealistic; in others they simply chose to purchase a product that wasn’t quite right for their needs, and in others they were simply too stupid to use the product to begin with.

In this environment how can we salespeople protect ourselves from potential litigation?  According to an attorney I was speaking with, the single best defense a seller can have is to keep thorough notes on each transaction. 

It is sad that our society has come to be a CYA society, but it has. 

Equally sad is to see it degenerate into a nanny state where consumers, whether individuals or businesses, no longer need accept responsibility for their decisions.

The reality is it will probably only get worse for sellers, not better.

Whether you keep written, oral or video notes on each of your transactions, now is the time to make sure that you document them, for you never know when some bureaucrat or attorney might come knocking on your door.

 

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