Full Description

Warren Wechsler, founder and president of Total Selling Inc., presents this practical, hands-on guide to being a Total Sales Person. In an easy to follow format, Wechsler explains how to develop an effective strategic sales plan, devise successful ways of selling, how to rank prospects, what to say when approaching people for the first time, what is the exact number of times to contact people in a given time frame and much more. Readers will learn from an experienced, expert salesperson how to implement the step-by-step process of professional selling.

Topics include:
- Why salespeople fail
- Selling as telling is a myth
- How to resurrect lost accounts
- Major account strategy: how to compete for and win major accounts
- Obligating questions as selling advantage
- The power of silence
- Business failures and relocations
- Creating a winning game plan
- The five elements of effective sales practice
- Being persistent without being a pest

Table of Contents

Chapter One: Becoming a Total Salesperson
Introduction
Success Speaks for Itself
Overcoming Difficult Times
Total Selling Explained
The Three P’s
Process
Plan
Practice
Overcoming Obstacles
Why Salespeople Fail
A belief system crisis
No prospects
Not asking for a commitment
Unlearn before We Can Learn
Unlearning Myths
The Myth of the "Natural Born" Salesperson
The Myth of "Sales Cannot Be Reduced to a Process"
The Myth of "Selling as Telling"
Unlearning Negative Stereotypes
Why Total Selling Works for all Salespeople
Underperformer
Underachiever
Overachiever
Why Constantly Improving Your Skills Is Important

Part One: Sales Process

Chapter Two: Building a Strong Foundation
You’ve Got to Have a Sales Process
Process as a Pyramid
Inbound versus Outbound Sales Processes
The Evolution of a Customer
The Funnel and the Pipeline
Wave Theory
Your Customer is Your Best Prospect
"Go to" Opportunities
Give Your Best to Your Best
Avoid the Caramel Factory
Don’t Talk Yourself out of Another Great Prospect—The Lost Account
Qualifying Our Prospects

Chapter Three: The Rest of the Story
Getting Out There
The Preapproach
The Initial Approach
The Appointment: Setting the Stage
The Two-Minute Drill
Take Control of the Meeting
Asking the Right Questions
What Do You Have Now?
- What Do They Like Best?
- What Do They Like Least?
- What Would They Want in a New…?
Using Your Eyes, Ears, and ECHO
Solutions-Based Presentations
Don’t Overdo Support Materials
Presentation Style
Pinpointing Solutions
How to Present Features and Benefits
The "So What?" Test
Examples of Benefits
A Caution out of the Blue
The Salesperson’s Paradox
The Misconception of "Overcoming" Objections
Having Empathy
Asking for the Commitment
The Obligating Question
Obligating Questions as Selling Advantage
The Power of Silence
Remember, If We Don’t Ask, We Don’t Receive

Chapter Four: Keeping and Growing Your Business
Keeping Customers
Three Attributes
Be There
Be Thankful
Be Responsible
The Two Most Important Questions We Can Ask Our Customers
What Else?
Who Else?
New Technology
Technological Use
Growing Your Business
Why New Business Is More Important Today than Ever Before
Diminishing Loyalty of Customers
Hypercompetition
Temporary Competitive Advantage the Rule
Shorter Product/Service Life Cycles
Smaller Target and Segmentation of Markets
Internet
Lower Barrier of Entry Into Markets
Mergers and Acquisitions of Our Customers
Business Failures and Relocations
Environmental Factors
Growing Your Business in a Crisis
-Four Do Not’s and Two Do’s
Become a Star by Bringing in New Business
Networking Successfully
The Art of Painless Prospecting
-Be Specific
-One by One
-Getting it Together
-Get with the Networking Program
Final Words on Networking

Part Two: Sales Plan

Chapter Five: Developing a Sales Strategy

Start Here
Begin with Your Current Customers
Targeted Prospects
Why a Plan Is So Important

Chapter Six: Creating Your Sales Plan

The Excitement about Sales Planning
Well Begun Is Half Done
Every Building Begins with a Strong Foundation
Discovering our Core Competencies
You’re not "too" anything
Business Planning for the Total Salesperson
Doing the Right Things vs. Doing Things Right
Setting Sales Goals
The Myth of "No" Goals
A Snapshot of Your Business
How Will We Get There?
Our Strengths, Weaknesses, Opportunities, and Threats
Competitors’ Strengths, Weaknesses, Opportunities and Threats
Creating your Value Proposition
Current Situation
Business Gap Analysis
Amount of New Business Needed
The Elevator Speech

Part Three: Sales Practice

Chapter 7: Self-Management for Sales Professionals
The Five Elements of Effective Sales Practice
Effective Self-Management
Managing Alphabetical and Chronological Information
The Distinction between Urgent and Vital
Vignette on Event Management
Making Every Minute Count
Be Like Mike
Be like Einstein
Scheduled Activities Drive out Unscheduled Activities
How to Diagnose our Sales Illnesses and Treat Ourselves to the Correct Cures

Chapter 8: Effective Sales Practice in Action
Activity Leads to Productivity
Account Activity the Right Way
Sales Practice for A and B Accounts
Sales Practice for C Accounts
Frequency of Contact
Being Persistent Without Being a Pest
Launching Our Prospecting Campaigns
Scheduling Account Reviews
Self-Management the Right Way
Creating an Ideal Day, Week, Month, Quarter, or Year
The Look-Back
The Look-Forward
Monitoring Activities the Right Way
Sales Metrics
Sales Metrics in Action
Final Thoughts

Chapter 9: Afterword: The Total Selling Mindset
Becoming the Best We Can Be
Reasonableness
Integrity
Breakthroughs
Responsible
When The Going Gets Tough, The Tough Start Selling
What Is Motivation?
A Sense of Purpose
Believe in you
Get excited
Be Persistent
Be Proactive
Tomorrow Is Today

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