New Sales. Simplified.

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  • Format: Paperback
  • Copyright: 2012-09-04
  • Publisher: Amacom Books
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No matter how much repeat business you get from loyal customers, the lifeblood of your business is a constant flow of new accounts. Whether you re a sales rep, sales manager, or a professional services executive, if you are expected to bring in new business, you need a proven formula for prospecting, developing, and closing deals. New Sales. Simplified. is the answer. You ll learn how to: Identify a strategic, finite, workable list of genuine prospects Draft a compelling, customer-focused sales story Perfect the proactive telephone call to get face-to-face with more prospects Use email, voicemail, and social media to your advantage Overcome even prevent every buyers anti-salesperson reflex Build rapport, because people buy from people they like and trust Prepare for and structure a winning sales call Stop presenting and start dialoguing with buyers Make time in your calendar for business development activities And much more Packed with examples and anecdotes, New Sales. Simplified. balances a blunt (and often funny) look at what most salespeople and executives do wrong with an easy-to-follow plan for ramping up new business starting today.

Author Biography

Mike Weinberg is a top-performing sales hunter, sales executive, and founder and President of The New Sales Coach. He speaks, consults, and coaches on new business development sales strategies. A native New Yorker, Mike Weinberg lives in St. Louis, Missouri.

Table of Contents

Forewordp. xiii
Acknowledgmentsp. xv
Introductionp. xvii
Sales Simplified and a Dose of Blunt Truthp. 1
The Groundwork for a Simple Sales Modelp. 2
Why All the Craziness and Fear About Prospecting?p. 5
So Many Salespeople Are Struggling: What Happened?p. 5
Confusion Reigns: Sales 2.0 and the Projected Death of Prospectingp. 6
Where Did All the Sales Mentors Go?p. 8
The "Not-So-Sweet 16" Reasons Salespeople Fail at New Business Developmentp. 11
They Haven't Had To or Don't Know Howp. 12
They Are Always Waiting (on the Company)p. 13
They Are "Prisoners of Hope"p. 14
They Can't "Tell the Story"p. 14
They Have Awful Target Account Selection and a Lack of Focusp. 15
They Are "Late to the Party"p. 16
They Have a Negative Attitude and Pessimistic Outlookp. 17
They Are Guilty of a Fake or Pitiful Phone Effortp. 17
They Are Not Likable, Don't Adapt Their Style, and Have Low EQp. 18
They Can't Conduct an Effective Sales Callp. 19
They Love to Babysit Their Existing Accountsp. 20
They Are Busy Being Good Corporate Citizensp. 21
They Don't Own Their Own Sales Processp. 22
They Don't Use and Protect Their Calendarp. 23
They Stopped learning and Growingp. 24
Honestly, They Are Not Built for Itp. 25
The Company's Responsibility for Sales Successp. 29
Why Sales Coaching Develops into Consultingp. 30
Sales Follows Strategy: Mr. CEO, Please Do Your Job So I Can Do Mine!p. 31
A Low View of Sales: Dumping Garbage on the Sales Manager's Deskp. 32
Heavy Service Burden and the Hybrid Hunter-Farmer Sales Rolep. 34
Illogical and Unhelpful Compensation Plansp. 36
Mistrust, Micromanagement, and Treating the Sales Team Like Childrenp. 38
A Simple Framework for Developing New Businessp. 43
Born Out of Failurep. 43
Documented Out of Necessityp. 46
The Simplest of Modelsp. 47
A Bold Declarationp. 49
Selecting Targets: First for a Reasonp. 51
Selecting Target Accounts Is a Bare Opportunity to Be Strategicp. 52
Your Target List Must Be Finite, Focused, Written, and Workablep. 53
Segmenting Your Existing Accountsp. 55
Preparing for Target Selection: The Who and Why Questionsp. 57
Making the Most of Referral and Indirect Sellingp. 59
Resources for Identifying Targetsp. 60
Pursuing Your Dream Targetsp. 62
Targeting Contacts Higher in the Customer Organizationp. 63
Questions for Reflectionp. 66
Our Sales Weapons: What's in the Arsenal?p. 67
Marshaling the Weapons in Your Arsenalp. 68
Questions for Reflectionp. 73
Your Most Important Sales Weaponp. 75
Most Companies, Executives, and Salespeople Don't Have an Effective Storyp. 76
Your Sales Story Is Not About Youp. 77
Telling the Story Is a Lost Art: Whatever Happened to Puffery?p. 80
Differentiation and Justifying Premium Pricingp. 81
A Great Story Produces Confidence and Pridep. 82
Questions for Reflectionp. 83
Sharpening Your Sales Storyp. 85
Our Story Must Pass the "So What?" Testp. 86
Three Critical Building Blocks for a Compelling Storyp. 87
Why Lead with Client Issues?p. 87
Drafting the Power Statementp. 89
A Couple of Sample Power Statementsp. 92
The Sales Story Exercisep. 98
What We Can Do Nowp. 102
The Commodity Antidotep. 103
Questions for Reflectionp. 105
Your Friend the Phonep. 107
Erase the Tapes in Your Mind and Let's Start Overp. 108
Your Mindset Mattersp. 109
Our Voice Tone and Approach Matters, Toop. 110
Script or No Script?p. 111
Why Are We Calling? Laser Focus on the Objectivep. 112
Stop Overqualifyingp. 113
Favorite Introductory Phrases for a Great Startp. 113
Crafting Your Telephone Mini Power Statementp. 116
For the Inside Rep: Build a Bridgep. 118
Ask for the Meeting, Ask Again, and Once Morep. 119
Three Magic Wordsp. 120
Winning with Voice Mailp. 121
Questions for Reflectionp. 123
Mentally Preparing for the Face-to-Face Sales Callp. 125
It's Your Call; You Need a Planp. 125
Avoid Defaulting to the Buyer's Processp. 127
Bring a Pad and Pen; Please Leave the Projector at Homep. 128
God Gave You Two Ears and One Mouthp. 129
Selling from the Same Side of the Tablep. 131
Questions for Reflectionp. 132
Structuring Winning Sales Callsp. 133
The Phases of a Winning Sales Callp. 134
Build Rapport and Identify the Buyer's Stylep. 134
Share Your Agenda and Set Up the Callp. 136
Clean Up Their Issuesp. 138
Deliver the Power Statementp. 139
Ask Probing Questions: Discoveryp. 141
Sellp. 147
Determine Fit and Seek Out Objectionsp. 148
Define and Schedule the Next Stepp. 149
Questions for Reflectionp. 151
Preventing the Buyer's Reflex Resistance to Salespeoplep. 153
It's Not Your Fault, but It Is Your Problemp. 154
Shaping How the Customer Perceives Youp. 156
Preventing and Minimizing the Buyer's Resistancep. 157
Questions for Reflectionp. 161
I Thought I Was Supposed to Make a Presentationp. 163
Why I Hate the Word Presentationp. 164
Redeeming the PowerPoint Presentationp. 170
Discovery Must Precede Presentation, So Insist on a Meetingp. 171
When the Prospect Will Not Meet with You Before the Presentationp. 173
Break the Mold to Set Yourself Apartp. 176
Planning and Executing the Attackp. 181
No One Defaults to Prospecting Modep. 182
Time Blockingp. 183
The Math Works; Work the Mathp. 186
Writing Your Individual Business Planp. 188
Preplanning Travel: Why Southwest Airlines Is My Sales Force Onep. 192
A Balanced Effort Produces a Balanced Pipelinep. 194
Questions for Reflectionp. 196
Rants, Raves, and Reflectionsp. 199
Manners Matterp. 199
Attitude Is Contagiousp. 200
Your Appearance and Image Send a Messagep. 201
Go After the Giant Competitor and Play to Winp. 202
Winners Get in the Office Early and in the Deal Earlyp. 203
Take Real Vacations and Stay Off the Gridp. 205
Team Selling: Make the Most of Your Resourcesp. 206
Beware Who Is Telling You Not to Prospectp. 207
New Business Development Selling Is Not Complicatedp. 209
There Is No Magic Bulletp. 210
New Sales Success Results from Executing the Basics Wellp. 211
Indexp. 215
Table of Contents provided by Ingram. All Rights Reserved.



Why do salespeople fail?

Is it because they don’t have some key piece of technology?

Because they need a new and painfully esoteric sales process? Or

because they don’t spend enough time on the Internet?

Of course not. Salespeople fail when they can’t execute the fundamentals.

No matter how flashy or exciting trick plays may look on the

highlight reel, football is a game of blocking and tackling and advancing

the ball down the field. Success in any game or arena is always

about the fundamentals.

Enter, Mike Weinberg. Unlike those who would sell you the new

“new” thing, Mike will tell you the truth (even though it may sting a

little). Mike will help you to understand that acquiring new clients is

simple, but not easy.

For more than two decades, Mike has sold, managed salespeople,

coached salespeople and consulted with sales organizations. His formula

for producing new business sales success will deliver results for

every sales organization willing to do the work and employ his


New Sales. Simplified.That’s an apt title because this isn’t an academic

treatise on sales. It’s not full of theories. It’s an action-oriented

guide for salespeople, sales managers, and executives. It’s a field guide

for any person trying to help a sales team compete and win in a competitive


This book will help you choose the right targets. You will learn to

build a plan to pursue those targets without giving up too early. You

will learn to use all of the weapons in your arsenal, particularly your

sales story, to prove that you are a value creator and you deserve a

place at your dream client’s table. You will learn to work a plan and to

execute it flawlessly. If you are a sales manager, this book will provide

you with the tools you need to lead your team to success.

New Sales. Simplified. It’s a book of fundamentals and timeless

truths, with proven, real-world strategies that produce sales results

every time they are employed. Most of all, it’s a book for those with

the courage to do what is necessary to win new business. And win they


Winning new business isn’t easy. But there’s no reason to make it

more complicated than it has to be. This is the book I wish I had when

I started in sales. Take what Mike teaches and go make a difference!

S. Anthony Iannarino



Excerpted from New Sales. Simplified. by Mike Weinberg. Copyright © 2103 by Mike Weinberg. Published by AMACOM Books, a division of American Management Association, New York, NY. Used with permission.

All rights reserved. http://www.amacombooks.org.

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