Summary

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.

Foreword	p. xiii
Acknowledgments	p. xv
Introduction	p. xvii
Sales Simplified and a Dose of Blunt Truth	p. 1
The Groundwork for a Simple Sales Model	p. 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 Prospecting	p. 6
Where Did All the Sales Mentors Go?	p. 8
The "Not-So-Sweet 16" Reasons Salespeople Fail at New Business Development	p. 11
They Haven't Had To or Don't Know How	p. 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 Focus	p. 15
They Are "Late to the Party"	p. 16
They Have a Negative Attitude and Pessimistic Outlook	p. 17
They Are Guilty of a Fake or Pitiful Phone Effort	p. 17
They Are Not Likable, Don't Adapt Their Style, and Have Low EQ	p. 18
They Can't Conduct an Effective Sales Call	p. 19
They Love to Babysit Their Existing Accounts	p. 20
They Are Busy Being Good Corporate Citizens	p. 21
They Don't Own Their Own Sales Process	p. 22
They Don't Use and Protect Their Calendar	p. 23
They Stopped learning and Growing	p. 24
Honestly, They Are Not Built for It	p. 25
The Company's Responsibility for Sales Success	p. 29
Why Sales Coaching Develops into Consulting	p. 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 Desk	p. 32
Heavy Service Burden and the Hybrid Hunter-Farmer Sales Role	p. 34
Illogical and Unhelpful Compensation Plans	p. 36
Mistrust, Micromanagement, and Treating the Sales Team Like Children	p. 38
A Simple Framework for Developing New Business	p. 43
Born Out of Failure	p. 43
Documented Out of Necessity	p. 46
The Simplest of Models	p. 47
A Bold Declaration	p. 49
Selecting Targets: First for a Reason	p. 51
Selecting Target Accounts Is a Bare Opportunity to Be Strategic	p. 52
Your Target List Must Be Finite, Focused, Written, and Workable	p. 53
Segmenting Your Existing Accounts	p. 55
Preparing for Target Selection: The Who and Why Questions	p. 57
Making the Most of Referral and Indirect Selling	p. 59
Resources for Identifying Targets	p. 60
Pursuing Your Dream Targets	p. 62
Targeting Contacts Higher in the Customer Organization	p. 63
Questions for Reflection	p. 66
Our Sales Weapons: What's in the Arsenal?	p. 67
Marshaling the Weapons in Your Arsenal	p. 68
Questions for Reflection	p. 73
Your Most Important Sales Weapon	p. 75
Most Companies, Executives, and Salespeople Don't Have an Effective Story	p. 76
Your Sales Story Is Not About You	p. 77
Telling the Story Is a Lost Art: Whatever Happened to Puffery?	p. 80
Differentiation and Justifying Premium Pricing	p. 81
A Great Story Produces Confidence and Pride	p. 82
Questions for Reflection	p. 83
Sharpening Your Sales Story	p. 85
Our Story Must Pass the "So What?" Test	p. 86
Three Critical Building Blocks for a Compelling Story	p. 87
Why Lead with Client Issues?	p. 87
Drafting the Power Statement	p. 89
A Couple of Sample Power Statements	p. 92
The Sales Story Exercise	p. 98
What We Can Do Now	p. 102
The Commodity Antidote	p. 103
Questions for Reflection	p. 105
Your Friend the Phone	p. 107
Erase the Tapes in Your Mind and Let's Start Over	p. 108
Your Mindset Matters	p. 109
Our Voice Tone and Approach Matters, Too	p. 110
Script or No Script?	p. 111
Why Are We Calling? Laser Focus on the Objective	p. 112
Stop Overqualifying	p. 113
Favorite Introductory Phrases for a Great Start	p. 113
Crafting Your Telephone Mini Power Statement	p. 116
For the Inside Rep: Build a Bridge	p. 118
Ask for the Meeting, Ask Again, and Once More	p. 119
Three Magic Words	p. 120
Winning with Voice Mail	p. 121
Questions for Reflection	p. 123
Mentally Preparing for the Face-to-Face Sales Call	p. 125
It's Your Call; You Need a Plan	p. 125
Avoid Defaulting to the Buyer's Process	p. 127
Bring a Pad and Pen; Please Leave the Projector at Home	p. 128
God Gave You Two Ears and One Mouth	p. 129
Selling from the Same Side of the Table	p. 131
Questions for Reflection	p. 132
Structuring Winning Sales Calls	p. 133
The Phases of a Winning Sales Call	p. 134
Build Rapport and Identify the Buyer's Style	p. 134
Share Your Agenda and Set Up the Call	p. 136
Clean Up Their Issues	p. 138
Deliver the Power Statement	p. 139
Ask Probing Questions: Discovery	p. 141
Sell	p. 147
Determine Fit and Seek Out Objections	p. 148
Define and Schedule the Next Step	p. 149
Questions for Reflection	p. 151
Preventing the Buyer's Reflex Resistance to Salespeople	p. 153
It's Not Your Fault, but It Is Your Problem	p. 154
Shaping How the Customer Perceives You	p. 156
Preventing and Minimizing the Buyer's Resistance	p. 157
Questions for Reflection	p. 161
I Thought I Was Supposed to Make a Presentation	p. 163
Why I Hate the Word Presentation	p. 164
Redeeming the PowerPoint Presentation	p. 170
Discovery Must Precede Presentation, So Insist on a Meeting	p. 171
When the Prospect Will Not Meet with You Before the Presentation	p. 173
Break the Mold to Set Yourself Apart	p. 176
Planning and Executing the Attack	p. 181
No One Defaults to Prospecting Mode	p. 182
Time Blocking	p. 183
The Math Works; Work the Math	p. 186
Writing Your Individual Business Plan	p. 188
Preplanning Travel: Why Southwest Airlines Is My Sales Force One	p. 192
A Balanced Effort Produces a Balanced Pipeline	p. 194
Questions for Reflection	p. 196
Rants, Raves, and Reflections	p. 199
Manners Matter	p. 199
Attitude Is Contagious	p. 200
Your Appearance and Image Send a Message	p. 201
Go After the Giant Competitor and Play to Win	p. 202
Winners Get in the Office Early and in the Deal Early	p. 203
Take Real Vacations and Stay Off the Grid	p. 205
Team Selling: Make the Most of Your Resources	p. 206
Beware Who Is Telling You Not to Prospect	p. 207
New Business Development Selling Is Not Complicated	p. 209
There Is No Magic Bullet	p. 210
New Sales Success Results from Executing the Basics Well	p. 211
Index	p. 215
Table of Contents provided by Ingram. All Rights Reserved.

Supplemental Materials

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Excerpts

Foreword

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

approach.

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

market.

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

will!

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

www.thesalesblog.com

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.