prospect, you really are our entire company to them. Sure, they know we have warehouse stocked full, but you instantly become the face of our company. The confidence and knowl- edge you project deter- mines how the prospect views us and whether this person wants to do busi- ness with us. It’s fun to have that power.”
4. Your job descrip- tion: Create desire. This is about explaining that there are all sorts of steps in creating custom- ers, but ultimately it’s all about desire: “With enough desire, the sale is unstop- pable, so every interaction should have the goal of increasing desire, even if only a little because it all adds up. When a salesperson succeeds in conveying how happy—and safe and appreciated inside his or her company—that pros- pect will be once he or she is a customer, the sale will happen. That prospect’s desire will make this a priority and will drive the prospect’s actions inside his or her company. Never forget that it’s always about creating desire.”
5. Know when to let it go. Lastly, explain to the new transfer: “In some jobs, like customer service, you never let go of that customer until the problem is solved. In selling, however, you can’t waste your time. If a once-hot oppor- tunity shows signs of being marginal, it no longer deserves the same level of focus. We’ll work together on how to handle various situations and you’ll quickly develop a sense of this.” A sales manager needs to remem- ber how scary this all is to the new salesperson. The first days in a new job are stressful for anyone, but if that person is transferring into sales from elsewhere inside the company, he or she is comparing this strange new world to the old, familiar job. A smart manager will make sure to allow for plenty of face time that first week. It can mean the difference between suc- cess and the person getting scared and returning to the old position. ; Wax helps companies sell more. His books are on Amazon; you can reach him at ken email@example.com.
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