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It’s HOW you think, not WHAT you think

October 31, 2013 in Attitudes & Behaviours, Coaching, Neuroscience, Neuroscience in Sales, Sales Coaching

What type of salespeople do you want on your team? What type of salesperson do you want to be?

Do you want salespeople who do as they are told or salespeople who think for themselves about possibility, finding new opportunities, looking at different ways to address problems that are still effective, if not more profitable than the current ways, etc.?

We cannot deny that we live in a complex world where outputs are often unpredictable. I hear sales leaders crying out for ‘smart intelligent’ salespeople.  And I know customers want to engage with smart salespeople too.

smart and intelligent

smart and intelligent

When I ask sales leaders and clients alike what they mean by ‘smart and intelligent’ this is what they are referring to:  Salespeople thinking on their feet, finding different answers, innovating, coming up with ideas, preventing and solving problems. All these are essential capabilities if we want to succeed in business and in sales and be of value to our clients.  And this does not mean that we have to come up with some new solution each time we sell or sell in something that cannot be delivered.  Good salespeople know the importance of ‘making promises you can keep and keeping promises you make’.  (Thanks Peter Finkelstein for this lovely quote)

But in today’s market place we, as salespeople, have to have the thinking fitness and capability to come up with new solutions when the old ones just don’t work anymore or our client is looking for something new or fresh.  Yet, many businesses and their leaders stymie (prevent or hinder) their people’s ability to think about how to solve problems, come up with new ideas and take advantage of an ever changing world. Instead, these business leaders tell their people what they should think. They do not allow their salespeople to make decisions in the field or have the levels of authority that allow for better and different solutions. Their people hear messages such as ‘That’s not how we do business around here.’  Or ‘It can’t be done that way.’ And such like. Sound familiar?

However, if we are going to get ahead the ability to learn how to critically think about things and empowering our people to do so is ever more important. Rather than staying inside the safe confines of the ‘norm’, the best sales people think about options, ideas, innovations and possibilities.  They come to you with ideas about how we can make things work better. They do not live by ‘how we can’t.’  I remember my mother saying “there is no such word as can’t”.

Learning how to think critically is a skill – it can be taught.  As cited in Wikipedia:

Critical thinking is a way of deciding whether a claim is true, partially true, or false. Critical thinking is a process that leads to skills that can be learned, mastered and used. Critical thinking is a tool by which one can come about reasoned conclusions based on a reasoned process. This process incorporates passion and creativity, but guides it with discipline, practicality and common sense. It can be traced in the West to ancient Greece with its Socratic method and in the East to ancient India with the Buddhist kalama sutta and abhidharma literature. Critical thinking is an important component of many fields such as education, politics, business, and science.

So why have we found ourselves in this critical thinking vacuum?

Well, William Klemm, D.V.M., Ph.D., is a Professor of Neuroscience at Texas A&M University and says the problem of poor quality thinking may stem from our mainstream schooling system which is then carried forward into the workforce with devastating consequences.  In an article published in www.psychologytoday.com he focused on the school system and the issue of standardisation. Here is an excerpt:



Too often, students are trained to look for the one “right answer.” Then there are state knowledge and skills standards, where students are actively discouraged from thinking “outside the box.” Many students lack the confidence to think for themselves and are actually afraid to try. The reality is that students are natural-born creative thinkers, but the conformity of schools has drilled students into a submission that precludes analytical and creative thinking. In our culture, the only place where it seems that insightful ideas are excluded is in the school.

Professor Klemm goes on to explain how we can teach critical thinking.

How does one teach critical thinking? Three ways:

1. Expect it. Require students to defend their ideas and answers to questions. Show them it is not enough to have an opinion or the ‘right’ answer. Students need to defend their opinions and understand how they arrived at the answer and why it is ‘right’.
2. Model it. The teacher can show students how to think critically and creatively about instructional material. Even in “teaching to the test,” show students how to think about alternative answers, not just memorise the right answer. Show why some answers are right and some wrong.
3. Reward it. When good thinking occurs, teachers should call attention to it and to the students that generated it. Learning activities and assignments should have clear expectations for students to generate critical and creative thought. A grading premium and other incentives should be provided. Rigorous analysis will only occur if it is expected and rewarded.

These tips are just as valid in business, especially in sales.

Customers desperately want to engage with people who bring this capability to the table. They want to work out the best way forward based on critical and reasoned analysis.

Today, the role of sales professionals is not to push the products, services or solutions that the organisation they represent offers, but rather to use that base, their skills, experience, thinking and knowledge to assist customers clarify their real requirements and then assist them in making valid, well informed decisions. In our view, when sales professionals fulfill this task they find that prospects want to buy from them, or at the very least, involve them in the purchase decision.

do not let your sales-people be robots

do not let your sales-people be robots

It is our view that in the 21st Century, with social media becoming such an important influence in business, salespeople who are able to help their customers make sense of the information and solutions on offer; be more efficient, and do more things better than they have in the past; be more effective and help their customers do whatever it is they do better, and who help their customers mitigate risk, are going to be the real winners. Therefore, a salesperson’s ability to think critically about the options available is vital to their ongoing currency and value to their clients.

So what do you want your salespeople to be able to do?

Stop wishing for smart intelligent people to come along – instead start training your salespeople to think for themselves. You might just find those smart intelligent people emerging right in front of your very eyes and your clients will be very grateful too.

Remember everybody lives by selling something.

Author: Sue Barrett, www.barrett.com.au

Empathy – The New Sales Edge

January 18, 2013 in Attitudes & Behaviours, Brain Science, Complex Selling & Transactional Selling, Emotional Intelligence, Life Skills, Mindful selling, Neuroscience, Sales Psychology

Late last year we published the 12 Sales Trends Report for 2013 and released a brief summary of each sales trend in December.  Over the year we will delve a little deeper into each sales trend.  To kick off the New Year we will focus on the Sales Trend Empathy.

This sales trend is seeing smart businesses making it a priority to redress the balance and develop our brains’ Interpersonal sensitivities: our empathetic side to take into account the needs of others as well as our own needs.  We will see people working more in collaboration for the mutual benefit of each other while maintaining the best of analytical thinking and risk taking. 

Why?  Well, 2 reasons:

  1. Sadly, for some years now the business world, by and large, has been worshipping at the corporate alter of Profit which has created an Empathy deficit… and most people (read employees, customers, communities, etc.)  do not like it.  It’s not sustainable by itself.
  2. There has been, and still is, a shift away from product as central to the complex sale with businesses and markets becoming more intertwined, and people now featuring at the heart of viable business relationships.   

emotional qualities such as compassion, empathy, and benevolence can be trained

And the good news is that the emotional qualities such as compassion, empathy, and benevolence can be trained: they can be proactively developed and mastered.

Effective selling and building profitable businesses in 21st Century is all about developing viable relationships based on real value and substance which is a combination of the tangible and intangible.

The challenge will be to reconcile the prevailing norms of the cool headedness of the analytical thinking brain and the risk taking brain of the ‘cowboy’ entrepreneur with the empathetic moral compass brain as we navigate and manage the impact of our decisions on individuals, customers, suppliers and communities.

However, making Empathy a priority is not that easy.  A lot of emphasis has been placed on the importance of being ‘analytical’ in business, being rational, yet the newspapers are littered with stories of CEOs and leaders whose rationality and analytical thinking was of the highest order yet the decisions they made failed to consider the people factors, at worst, put the lives of people and communities at risk, destroying or severely eroding their business brands and future viability as well, creating horrendous consequences for those affected by their decisions.

We also read countless stories of risk taking entrepreneurs who are lauded as business celebrities one day for the way they have taken a business from zero to hero faster than the speed of light and then canned the next when their venture takes a dive leaving people jobless and out of pocket, and investors poorer for the experience.

Interestingly, in this increasingly complex world, capabilities such as empathy, compassion and benevolence are emerging as critical qualities of highly successful people, teams, organisations and communities. Even in the highly competitive world of business and selling, it has been found that those sales people and leaders who are able to incorporate these qualities into their daily work and personal lives are finding greater levels of success. This is coming in the form of better sales results and healthier, more prosperous client relationships as well as better personal health, resilience, and overall job and personal satisfaction.

Numerous articles and books are written about that ‘One thing’ or that ‘Secret to Success’ that will solve all your issues – and what happens? It doesn’t work by itself – it needs to work as part of a system.   And so it is with the brain.  The brain is a complex network and being able to access and develop key areas of the brain allowing them to work in concert and counterbalance each other for positive outcomes is the key. 

If you want to understand more about Empathy as a powerful societal force you may enjoy watching a very interesting video (see below)  about a concept called Outrospection by philosopher and author Roman Krznaric who explains how we can help drive social change by stepping outside ourselves. 

Now is the time to reconcile and place equal importance on developing the empathetic parts of our brain as our new sales and business edge.

If you would like to you can purchase and download the detailed 49 page report of the 12 Sales Trends for 2013 now to see which sales trends will have the greatest impact on your sales optimisation efforts in 2013.

 Remember everybody lives by selling something.

Author: Sue Barrett, www.barrett.com.au 

The Sales Brain – using neuroscience to sell

November 16, 2012 in Attitudes & Behaviours, Brain Science, Neuroscience, Neuroscience in Sales, Resilience, Sales Psychology

The science is clear, our success resides in how we use our brains – our brains can continue to learn, grow and adapt until the day we die. In 2012 and beyond we are seeing neuroscience and neuropsychology become the topics du jour for sales teams.  Learning how to train and in many instances, retrain our brains to incorporate effective thinking and habits will see brain smart sales teams forging new neural pathways leading to greater sales success.  ‘The Sales Brain – using neuroscience to sell’ was voted the 10th sales trend for 2012 from The 12 Sales Trends of 2012 by our readers.

For years, scientists and psychologists have heralded the application of neuroscience’s tools and processes as a pathway to wellness and success. The amount of knowledge we have discovered about the brain in the last decade alone surpasses anything that we knew before.

Now, it’s finally and officially arrived on the doorstep of sales and marketing professionals. If you are not training your sales, marketing, service and leadership teams in neuroscience and neuropsychology you could be left behind in 2012 and beyond.

Why focus on the brain?

focus brainThe brain is known to be like an electro-chemical machine and it’s our thoughts that affect the flow of our neurotransmitters across synaptic connections, especially the likes of adrenaline and dopamine. This in turn affects how we manage ourselves, make decisions and even recover from adversity. The brain is the key to developing our motivation and resilience levels.  

People who achieve their goals and sustain success over a long period of time have learnt how to manage their emotions and energy levels through good times and bad. They learn that it is important to pay attention to feedback and learn how to adapt and adjust to setbacks. By paying attention to their thoughts, feelings, emotions and behaviours they are able to develop in the following areas:

  • Self awareness
  • Social and Other awareness
  • Self Management
  • Relationship Management
  • Motivation & Resilience

All areas which are critical to leading a successful career in sales and sales leadership.

As the world becomes increasingly complex we are seeing people being further challenged to do more with less in the pursuit of productivity and profit – yet our pursuit for more with less is leading to erosions in productivity, poorer sales results, lower margins and more distressed employees.    Research shows that our attempts to multitask are creating performance issues – after all our brains are best designed to focus on one task at a time. An essay titled ‘Recovering from information overload’ from the McKinsey Quartely states “When we switch between tasks, especially complex ones, we become startlingly less efficient: in a recent study, for example, participants who completed tasks in parallel took up to 30 percent longer and made twice as many errors as those who completed the same tasks in sequence.  The delay comes from the fact that our brains can’t successfully tell us to perform two actions concurrently.4  When we switch tasks, our brains must choose to do so, turn off the cognitive rules for the old task, and turn on the rules for the new one. This takes time, which reduces productivity, particularly for heavy multitaskers—who, it seems, take even longer to switch between tasks than occasional multitaskers.5

In practice, most of us would probably acknowledge that multitasking lets us quickly cross some of the simpler items off our to-do lists. But it rarely helps us solve the toughest problems we’re working on. More often than not, it’s procrastination in disguise.”

In short our Conscious Brain is also every easily overloaded. 

brain overloadOne of the biggest detractors from achieving effective long term success in anything including sales performance is being in a distressed state for a prolonged period of time, reducing one’s ability to bounce back from adversity, make effective decisions and manage ourselves. Putting ourselves (or being put) under ‘constant pressure’ to achieve results (e.g. sales targets) with no consideration given to time allocation, preparation and resources can quickly lead to poor quality decision making, poor overall performance and unhealthy life practices. The resulting negative behaviour then probably contributes to the prevalence of poor sales results.

Why is this happening to us?

If we are constantly working under distress with increasing feelings of pressure to perform job related functions at a high level the brain and the body have no chance to return to “normal operations”. The feedback process that stops the fight and flight mode is inhibited.

When we live a life under constant pressure (stress) we are unable to engage the frontal cortex, because our emotional energy levels are drained away from our conscious brain and the unconscious part of our brain will run the show. We live on auto pilot and in a constant state of distress. If the hippocampus is damaged through such prolonged stress, the attribution of positive or negative events in life might be disturbed, we can become even more negative in our view of the world – a vicious cycle can begin.

And the really scary news which is backed up by huge bodies of research is that staying stuck in these flight and fight fear states can also lead to heart disease, strokes and brain disease. Not good for anyone and definitely not good for sustainable performance of any sort.

With business expecting us to do more with less, organisations are inadvertently setting themselves up for sharp declines in productivity and performance, leading to business decline and additional OH&S issues as distress becomes the norm.

Smart companies, leaders and individuals are taking charge of their destinies

Smart businesses are creating working environments where we can operate in the prefrontal cortex (the front part of the brain) with the time and value given to thinking and reflecting and working at more manageable pace (not operating on high intense speed all the time): this space for thinking and reflection allow us to think more clearly, make better decisions, listen more attentively, see other people’s points of view, come up with better ideas to problems and work together more effectively and more efficiently.  Overall the paradox of slowing down and taking time to think and act rather than panic and react will actually make us more productive in the short and long term leading to better outcomes for all – clients, sales teams, staff, leaders included.

Happy Sales Team

Happy Sales Team

The benefits of a healthy functioning brain

Smart companies, leaders and individuals are recognising that maintaining healthy levels of motivational energy (raw physical energy) and developing our Emotional Resilience is vital to our well-being and our overall functioning as human beings.   They are making time to educate and encourage their teams to use their brains more effectively with the following becoming a reality:

Increased Self Awareness & Personal Growth 

  1. Experiencing more positive emotions & less distress in their lives
  2. Increased desirable (wanted) behaviours & decrease unwanted ones
  3. More effective as leaders, sales people, partners, parents, friends, team players, etc.
  4. Managing the effect of emotions on personal level as well as at a team work, client engagement and leadership level.
  5. Feel happier more often
  6. Feel fitter, healthier and better able to handle challenging situations.

For more information on how to train your brain to healthier and more profitable outcomes take a look at our Functioning Brain Workshop, The Optimistic Professional workshop  and our Brain Science page contact us on 03 9533 0000.

For further reading on the Brain you may find these articles useful also:

Remember everybody lives by selling something.

Author: Sue Barrett, www.barrett.com.au 

Watch who you let near your mind…again!

October 5, 2012 in Attitudes & Behaviours, Brain Science, Brand & Reputation, Ethics & Values, Life Skills, Neuroscience, Sales Psychology

In early 2008, as the GFC (Global Financial Crisis) loomed, I wrote ‘Watch who you let near your mind’. This was a timely reminder about the importance of maintaining a healthy mindset, looking for the facts for an accurate read on what is happening in the market place so you can make wise decisions. It served to warn about falling into the trap of relying on innuendo, hearsay and group think to define your future success. Guess what? I find myself again talking about the same issue in 2012, even when Australia is in pretty good shape.   

True, it’s hard not to notice the world’s issues and financial crisis that continues in Europe and USA. It wouldn’t be wise if we didn’t examine the consequences and impact of these events on our own lives and businesses. That seems smart.   But the fact is Australia has remained relatively unscathed by the GFC and its after effects. A well managed banking systems, stable government, diverse economy – remember the mining sector contributes around 7% to our GDP and the foundation of the Australian economy is built on SMEs. 95% of all businesses in Australia are SME.  

So why so much doom and gloom lately?


there are more opportunities ahead than the media shows

According to the six-monthly Ipsos Mackay Report, obtained by The Age, many Australians are supposedly more pessimistic about the future and increasingly worried about their job security; they are feeling disenfranchised and distrustful of the Federal Government and the Opposition. Many are saying they feel the same or worse than they did 12 months ago – and fear what will happen when the “mining boom” ends.  

The amount of toxic talk swirling around the ether (i.e. social media, news media, businesses, market places, etc.) is incredible.  The vitriol, the pessimism, the fear is palpable.  It seems the facts have been lost in the turmoil. We need look no further than the current state of leadership and level of debate in Federal and State politics to see how not to lead, debate or create a future for Australians to follow.  By continuing to behave in this manner our political leaders are inadvertently creating a climate of fear and worry based on Effect not Fact that is influencing our confidence to do business and be a vibrant, resilient community.

What about our own businesses? Are we as leaders also contributing to the issue?  What are we doing to present the facts, design strategies and create climates of opportunity for our sales teams, customers and suppliers across the value chain?  Are we choosing instead to listen to a narrow band of information that feeds our anxieties and further erodes our business confidence and success?  

The Ipsos Mackay Report compared the global economy to a hospital, saying: ”Europe’s on life support, the US is in the general ward and Australia is in the ward for hypochondriacs.”

So are we indeed a bunch of hypochondriacs?  Have we let ourselves be held hostage by hearsay? Do we ever ask ourselves ‘How much of this worry is actually true, real and justified?’ Without facts to guide us, this negative sentiment can turn falsehoods, innuendo, hearsay and groupthink into realities perpetuating our own demise. Negative talk is very contagious.


We are wired for flight, fight or freeze

This is why it is so important that we watch who we let near our minds!

The human brain is wired to primarily pick up on signs of danger, caution and risk. We had, after all, to look out for the sabre tooth tiger. In the absence of physically life threatening danger, we inadvertently pick up on other perceived threats and pay attention to what can look like risky i.e. bad news. And with so many of them around and the continuous negative talk, it affects our ability to see and take advantage of the opportunities that are right in front of us.  Because the fact is there are plenty of opportunities to do business in Australia.

Unable or unwilling to distinguish FACT from EFFECT we get stuck in Flight, Fight or Freeze mode, we become chronically distressed and ineffectual thus limiting about ability to think clearly and make wise decisions.  

As business leaders and salespeople we need to deal with uncertainty and probability as we navigate the ever changing world of business and sales.  We rationally know that we need to develop strategies, do research and look for evidence of opportunities and then pursue them with confidence. Yet so many people still fall into the trap of believing the negative talk and losing sight of opportunities. In times of change and uncertainty, when people should be excited about new ideas, concepts and horizons, many become fearful.

But it doesn’t have to be that way.  I know. I recall in my recruitment consulting days (late 80′s and early 90′s) the economy was much worse than it is today. Unemployment and job redundancies were really high and interest rates were 17.5%. Many recruitment consultants were going out of business because they were scared and got caught in the Flight, Fight or Freeze mode, not knowing what to do.  Instead of falling for the group think, some of us looked at the market and said: “Just because jobs are harder to find doesn’t mean there aren’t any jobs. Companies still exist. Someone will be in business and someone will want to hire good people so let’s get prospecting and find those companies who still want to hire staff and be in business.” By taking that approach and having a positive, determined attitude, my colleagues and I had some of our best results ever. We looked for opportunity and it was there. Whilst everyone else was in despair and whinging about how hard it was, we were getting the work.

I did the same thing in 2008/09 and we are doing the same thing today.  Good business management is a sensible mix of cost control and growth management. It’s not only not necessary, it’s highly discouraged to leave your sales opportunities to chance or to let fear rule you.

Many years ago I was shown the following and feel that it is as appropriate today as it was then. When you look at the word F E A R the acronym stands for:


There is no denying that we live in challenging and uncertain times what with climate change, the digital revolution, issues in the Middle East and the financial market ups and downs just to name a few, but in midst of all of this there are so many opportunities that businesses can develop and take advantage of.  If we live with our heads in the sand all we will get is a swift kick in the butt as those who can see the future forge ahead.

glass half full

You need to see this glass half full to stay in business

So let’s get our leaders and salespeople out looking for the evidence and talking with our respective customers about their priorities, goals and opportunities. Let both them know that we are in business and there to help them move forward and be successful. By being visible and letting our customers know we are there to help them do business we will begin to dispel negativities and create more opportunities. The reality is that in Australia we have a lot to be thankful for.

Our economy and community are in much better shape than the media, politicians and other naysayers would have us believe.   

If you are looking for an antidote to all that negativity, need a little inspiration and would like to see what other proactive, positive people are doing to make a positive difference to the world, here are some great online “Good News” sites for your reading pleasure:

•    Yes magazine
•    Ode Magazine for intelligent optimists
•    Huffington Post Good News 
•    Positive News
•    New Economics
•    The case for optimism by  Bill Clinton

As Norman Vincent Peal said: ‘Change your thinking and you change your world’


Remember everybody lives by selling something.

Author: Sue Barrett, www.barrett.com.au  

What’s influencing your customers’ buying decisions?

May 24, 2012 in Attitudes & Behaviours, Brain Science, Communication, Customer Service, Education in Sales, Neuroscience, Sales Psychology, Sales Results, Sales Strategy, Strategy

Product demand and brand scores are down and the reasons are tough to manage. There are a multitude of factors influencing buyers, some are within our control and many are not. Factors such as bad experiences with retailers and intermediaries, mediocre service levels, the increasing number of competitors with similar products and brands, cheaper pricing are just some of the causes. The tricky global situation is also creating a more conservative spending climate where saving is now the prevailing consumer mindset.

With all of this how do we influence our customers so that they want to buy from us? How do we successfully compete for their time and attention?

brain prioritising information

brain prioritising information

To try to understand what influences people it helps to understand how the brain prioritises information and how that influences behaviour. The brain is continuously receiving enormous amounts of information via our five senses and cannot process all this information consciously so much of the information is sent to the subconscious for storage and automatic retrieval.

However to function effectively the brain needs to prioritise information so it can make decisions about what it needs to focus on at any given time. The human brain is designed to pay conscious attention to four key areas and they are organised in order of priority:

1. Risk
2. Important
3. Pleasurable
4. Engaging

The conscious brain will pay immediate attention if something is a Risk or dangerous, this overrides everything and prioritises the actions of the person concerned. Given the current economic climate perhaps many people are now prioritising Risk as their many influencing factor. Moving to a more cautious approach they are scrutinising the ethics, viability, etc. of organisations.

Given there is very little differentiation between comparative products themselves and in the absence of other value added differentiators Price becomes Important to buyers.

Determining what Buyers or Customers see as a Risk and Important is critical for any business because this is where our brains focus. If the areas of danger and importance can be satisfied then we are in a position to focus on Pleasurable and Engaging.

So what exactly is influencing your customers and prospects?

The digital revolution and the explosion of social media have profoundly changed what influences customers as they undertake their purchasing decision journey. When considering products and services, consumers now read online reviews, compare prices and have easy access to literally hundreds of alternative sources of supply. This information is constantly interacting with our brains and causing us to reprioritise our Conscious Brain’s priority ranking system.

Once face-to-face with salespeople, customers are putting themselves in a strong position to drive hard bargains. Many of their Conscious Brains are being programmed by this information to look for bargains. And after the purchase they become reviewers themselves – demanding ongoing relationships with suppliers who they pressurize for added attention, incremental service and support levels, fundamentally changing the scope of the primary activities in a value chain.

What is surprising is that although sales leaders have access to terabytes of data about buyer behaviour many still can’t answer the fundamental question: “How exactly are customers and prospects being influenced and what is a priority to them?

How do you get your buyers’ attention?

how to get your product to stand out in the sales jungle

how to get your product to stand out in the sales jungle

One way to change this stereo-typical thinking is recognising that social media can be harnessed as a sales tool, rather than a sales enemy.

One of our clients – a global fast moving consumer goods producer – relied heavily on traditional marketing as its push, and traditional sales as its pull through strategy. Awareness of social media resulted in a shift from above-the-line television and newspaper advertising, which had become white noise and no longer a priority to their buyers Conscious Brains, to Internet-based social interactions with its consumers where interactions were much more important, delightful or interesting. This organisation then coupled this social media interaction with in-store promotion and support to the retail channel by their salespeople.

Sales no longer attempted to sell product. Once listed (at head office level), sales assisted store managers to determine the most effective in-store locations, shelf-space and promotions (in other words – sales focused on providing priority solutions, rather than just products). This change in mind-set and activity resulted in an increase in buyer spend, in spite of the premium prices charged by this FMCG (fast moving consumer goods) company.

Beyond direct value/volume measures, there is a simple three-step approach that should be considered when developing the sales strategy that drives sales measures:

• Measure the impact of sales effort on “consciousshare of mind” of customers and prospects
• Measure the prospects’ awareness of the organisation’s value proposition – is it a priority to your buyers
• Measure the call-back that salespeople have had with specific prospects

A simple tele-research campaign with well constructed questions will soon tell sales management how well the sales force has managed these three activities and managed to capture our client’s conscious brain’s share of mind – either of the organisations current customer base or prospects in a territory.

Remember everybody lives by selling something.

Author: Sue Barrett, www.barrett.com.au

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