in web software for the financial business. They’ve been a client of ours for five years. When we first began, they were having trouble moving prospects through their process. They would get hung up half-way through and deals would fall through.

So, I played ‘prospect’ once in a role play and it beca

When I talk about “process” in selling, I am talking about the process which begins when the dialogue starts and ends, not when the PO is signed, but when the solution is complete. I want to help you develop a method of creating and communicating your value that empowers you to control your sales and evaluation process—not the prospect’s evaluation and decision process.

I also want you to be able to lay out your process to the unenlightened so that they can follow you. If you can put enough people into your sales process and create environments where that process will lead to outcomes, even if the outcome is “no,” then you will reach great success. However, when you either engage too few people in your process or are unable to work them through it, then you limit your income potential.

“A LITTLE SYSTEM PREVENTS A LOT OF BUNGLING.” Oxford Dictionary for American Proverbs

The bottom line is you should control the sales process. Not the customer. Remember, they’re the ones with the problem in the first place. The person with the solution should always control the sales process. That’s you.

Here is an example. Meet Software Associates. They’re a software development company that specializes in web software for the financial business. They’ve been a client of ours for five years. When we first began, they were having trouble moving prospects through their process. They would get hung up half-way through and deals would fall through.

So, I played ‘prospect’ once in a role play and it becam

tion process—not the prospect’s evaluation and decision process.

I also want you to be able to lay out your process to the unenlightened so that they can follow you. If you can put enough people into your sales process and create environments where that process will lead to outcomes, even if the outcome is “no,” then you will reach great success. However, when you either engage too few people in your process or are unable to work them through it, then you limit your income potential.

“A LITTLE SYSTEM PREVENTS A LOT OF BUNGLING.” Oxford Dictionary for American Proverbs

The bottom line is you should control the sales process. Not the customer. Remember, they’re the ones with the problem in the first place. The person with the solution should always control the sales process. That’s you.

Here is an example. Meet Software Associates. They’re a software development company that specializes in web software for the financial business. They’ve been a client of ours for five years. When we first began, they were having trouble moving prospects through their process. They would get hung up half-way through and deals would fall through.

So, I played ‘prospect’ once in a role play and it beca

me is “no,” then you will reach great success. However, when you either engage too few people in your process or are unable to work them through it, then you limit your income potential.

“A LITTLE SYSTEM PREVENTS A LOT OF BUNGLING.” Oxford Dictionary for American Proverbs

The bottom line is you should control the sales process. Not the customer. Remember, they’re the ones with the problem in the first place. The person with the solution should always control the sales process. That’s you.

Here is an example. Meet Software Associates. They’re a software development company that specializes in web software for the financial business. They’ve been a client of ours for five years. When we first began, they were having trouble moving prospects through their process. They would get hung up half-way through and deals would fall through.

So, I played ‘prospect’ once in a role play and it beca

ou should control the sales process. Not the customer. Remember, they’re the ones with the problem in the first place. The person with the solution should always control the sales process. That’s you.

Here is an example. Meet Software Associates. They’re a software development company that specializes in web software for the financial business. They’ve been a client of ours for five years. When we first began, they were having trouble moving prospects through their process. They would get hung up half-way through and deals would fall through.

So, I played ‘prospect’ once in a role play and it beca

in web software for the financial business. They’ve been a client of ours for five years. When we first began, they were having trouble moving prospects through their process. They would get hung up half-way through and deals would fall through.

So, I played ‘prospect’ once in a role play and it became grossly evident what was happening. They weren’t helping the prospect. They had absolutely no process laid out to help the prospect buy. Here is what we coached them to say on the first call:

“Mark, thanks for your interest in the software system. Can I take a few minutes and lay out the process that seems to have worked for some of our other clients? I thought we could spend today talking about why you were interested, and what business problems you have in your Information Services department.

Then at the end of this meeting, we can decide if we want to go further. If we decide not to advance this, then neither of us will have wasted any time. If we decide to move forward, I’ll probably need to speak with your management team and find out what their issues are. Then if we want to continue after that, you and I can get back together and plan the process from there. Does that sound appropriate?”

Then throughout the sale, we had the sales team practice what we call “orientation.” This is the act of laying out your process each step of the ay. On the first call, lay out an overview of the entire cycle. Or, if you’re already five calls into the process, then take the next logical number of cal