Helping people and businesses sell better

Every once in a while another new book on selling appears that claims to have the secret to sales success. Many of these books promote themselves as being the very latest, revolutionary approach to selling. According to their authors and publicists, these sales methods will change the organisation's performance and miraculously improve sales and profits. Just as importantly, these sales methods will bring untold riches, success, glory and honour to those salespeople who embrace them. Depending on the extent of publicity the authors are able to garner and the traffic they generate for their web sites, these "miraculous solutions" become popular and the de rigueur of the day.

We at Barrett question whether these sales methods are really as new as they say they are? We also question whether these sales methods really do represent a revolution in selling and whether they actually work?

What we found we have published in our white paper: The History of Sales Methodologies - why some work and others don't (you can obtain your copy of the whitepaper – at no charge – from our publishing site Sales Essentials Shop). Whilst many different sales methodologies have been introduced and usually sold as sales training packages, most are simply repacked versions of sales methods developed decades ago. The only real revolution in sales methodology (that we could identify) took place in 1968. For a quick overview of the different sales methodologies over the last 200 years you can view the table below which outlines the different types of Selling Methods, when they came into being, their philosophies, who developed them and the key characteristics of the salesperson using those methods.

The History of Sales Methodologies



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Mark Hand, Former General Manager(now Managing Director ANZ Retail & Distribution) and Brad Greenwood, Head of Business Development - Regional Commercial Banking
We worked closely with Barrett at the beginning of 2009 to develop a tailored Sales Program for ~300 Relationship Managers nationally. This program focused on understanding and developing core components for sales fitness through a very practical 3 day course - which included key concepts such as message intent, backwards planning, valid business reasons, effective questioning and offering solutions. This was supported back in the field by our Regional Managers who delivered 10 follow up sessions and infield coaching after extensive training and coaching by Barrett. At the time the sales training program rolled out, our business unit was going through a major restructure, and Sue's deep practical sales experience together with her great empathy and sensitivity ensured our relationship managers came away with: greater role clarity, heightened self awareness regarding the importance of goals, accountability, leadership, health and attitude for sales success; and practical sales tools to effectively plan, manage and deliver their sales targets.
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