Growth Dynamics Get Down

Symptoms:

Elizabeth had just gotten the call every sales person hopes for each day. A target account in her territory reached out and asked that she come right away to help them with a big problem. Knowing her technical expertise could be very valuable in this situation, Elizabeth felt sure that winning the project was just a matter of not making a fatal mistake. Her competitive fires were stoked and her confidence at an all-time high as she made the appointment to be there three days later. Despite the repeated requests for her to drop everything else she had going, Elizabeth held firm and kept the date she asked for at the outset of the conversation. She had seen this movie before so this time she was determined to keep her emotions under control and the prospect on a leash instead of rushing head long into another disappointment.

Symptoms:

Mary was on one of her first sales calls as a new rep and the prospect, with his first question, invited her straight onto the Buyers Bus: "Tell me about your company and what you do". As is typical, she proceeded to talk about the long and successful history of her company, then described the numerous accounts they had helped, and then went for a strong finish by stating how confident she was that her extensive line of products would find a good fit somewhere within the prospects business needs.

Symptoms:

Cody knew that the firm he represented was considered best in class by the other major players in the market. As far as technical competency, customer service and the ability to deliver more than clients expected, Cody's firm always scored extremely high. With that ace to play whenever he needed to, he was sure that his new position as a Business Development Specialist would soon prove to be the road to riches. After his first 90 days Cody and his manager met to review his progress, and the picture was not pretty. Feeling the pressure to turn his fortune around quickly, he only felt more confused since so many of the people he had met with had openly said they were "interested" in his offerings. Why wasn't it working when all the stars seemed aligned?

Symptoms:
Linda was frustrated by her prospect's unwillingness to make a decision. Her prospect said he needed some time to digest the three options outlined in her proposal before making a decision. The prospect added that he was pleased with the proposal and that she had done her job well. Now she found herself in the "chase" mode because the prospect wasn't returning her calls.

Symptoms:
Jason really wanted to impress both his sales manager and his prospect with how prepared he was for the first call of his sales career. He had all his literature organized and had armed himself with all of the background info he researched on the prospect's website. He felt good, except that after reviewing the website data, he really didn't know what 

Symptoms:
One of the most common objections salespeople get is about price: "That's a bit more than we were thinking about paying." "Your prices are kind of high." "That just doesn't fit our budget" are typical comments. Salespeople tend to be very quick to take these comments at face value. They assume these price objections are the real issue standing between them and an order, so the path of least resistance is almost always to begin dropping their price to get the sale. And, more often than not, once the price issue has been "resolved", more resistance comes to the surface.

Symptoms:

Valentine looked at his schedule and realized he is schedule to go visit a favorite client, or maybe a prospect, or maybe even still a suspect, this week. He absolutely loved spending time with this person and company. It was so easy to get into the office and visit with all the staff in the office and then grab a few minutes with the CEO to catch up and see what’s happening in their world.

Symptoms:

The sales quotas for the new year came down from the C-Suite. Hunter took one look at the email and felt sick to his stomach. This past year Hunter felt like he did as much as he could do without giving up all his personal time to his job. What more could he do to hit the 18% increase that was now expected by the bosses? Big accounts, whales, mom and pops, and all those accounts that no one else wanted helped make up his production this year. Hunter struggled to believe he could do 10% more let along a full 18%.