1. 

   Casey
   October 26th, 2006 - 16:03

   Are these skills useful when you are calling on
   physicians?
2. 

   Alan
   October 26th, 2006 - 16:04

   Why have a sales mgr to “manage” when a sales mgr
   should be hiring people that can do the job better than the mgr? I
   believe a sales mgr should lead not manage…leadership is based upon the
   faith in capability of the sales person.

   “Managing” sales people can lead to friction and morale issues if the
   sales mgr continuously keeps questioning their capability to be an
   effective sales person.
3. 

   Kevin Gaither
   October 26th, 2006 - 16:07

   For question 7, why not just ASK who else they’re
   considering?
4. 

   Joel
   October 26th, 2006 - 16:09

   Mr. Brooks,

   Most/all examples went to selling things.

   Any difference in these questions to selling services

   a transportation lawyer
5. 

   Kerri
   October 26th, 2006 - 16:10

   ok.. so i find out that i’m not talking w/ the
   decision maker – how do i get higher than the person i’m talking with?
6. 

   Dan
   October 26th, 2006 - 16:11

   Can this be replayed to my sales force?
7. 

   Kareem
   October 26th, 2006 - 16:11

   I am a District Sales Manager for a whole sale lender.
   In your opinion, what would be the best way to translate the tips that
   were given to working with mortgage brokers?
   Thank you.
8. 

   Tonya
   October 26th, 2006 - 16:12

   I work for a catalog sales company. Do I want to make
   sure that the customer has at least seen or received our catalog before I
   ask these questions. Or is it suitable to ask these questions as I am cold
   calling?
9. 

   Sean
   October 26th, 2006 - 16:15

   Your Q#3. If as a sales person you are approaching a
   prospect to sell them your product, how will the prospect know the answer
   to this question? Are you assuming the salesperson has already resented
   the product – ie features, benefits, etc. Thanks.
10. 

    Dana
    October 26th, 2006 - 16:25

    How would you relate this to car sales?
11. 

    Brooks Group
    October 27th, 2006 - 08:44

    Dan-

    Good news, we will replay the webinar here on this blog on Wednesday. Thanks for attending.
12. 

    Bill Brooks
    October 30th, 2006 - 13:29

    Are these skills useful when you are calling on physicians?

    Casey — Yes they are. They are overriding principles of sales and they work everywhere. However, should you be interested in learning the precise, EXACT words to use and approach to take, please go to our website, http://www.TheWordsThatSell.com and take a look. We have a complete medical library, among others.
13. 

    Bill Brooks
    October 30th, 2006 - 13:31

    Why have a sales mgr to “manage” when a sales mgr should be hiring people that can do the job better than the mgr? I believe a sales mgr should lead not manage…leadership is based upon the faith in capability of the sales person. “Managing” sales people can lead to friction and morale issues if the sales mgr continuously keeps questioning their capability to be an effective sales person.

    Alan — I’d love world peace too! Seriously, however, finding and retaining consistently top performers is a very difficult undertaking. Sales management really consists of three distinct components – management, supervision and leadership. I argue that leadership is the most important – but if there is no management structure or accountability system in place, pure leadership will collapse.

    Sales Managers should judge performance against pre-defined results coupled with constant, unrelenting coaching. And that doesn’t mean questioning their capacity. Instead, it’s all about mentoring, role modeling and reinforcing.
14. 

    Bill Brooks
    October 30th, 2006 - 13:34

    For question 7, why not just ASK who else they’re considering?

    Kevin — With a direct question that appears to be so forward you could ruin the risk of alienation. However, it does depend on the relationship, style of buyer etc. This question also allows you to follow up with questions like “What did you like? And “What would you change?” without attacking your competition.
15. 

    Bill Brooks
    October 30th, 2006 - 13:37

    Mr. Brooks, Most/all examples went to selling things. Any difference in these questions to selling services a transportation lawyer

    Joel — Here’s the good news! It’s far easier to sell a service (I have done that for over 30 years) than it is to sell a product. Why is that? With good questions and intelligent application of your product/service knowledge you can create any picture of the end-result benefits.
    An example, “We will design a system that will deliver the exact results you want…”
16. 

    Bill Brooks
    October 30th, 2006 - 13:38

    ok.. so i find out that i’m not talking w/ the
    decision maker – how do i get higher than the person i’m talking with?

    Kerri — Great question! Here’s a bad answer – then a better one. First, do your best to never do that again. Aim high! However, that isn’t what will help you now. So, here’s what to do: convince your contact to allow you, together, to present your product or service to the appropriate person. In order to do so, you must make the initial contact understand/ believe that it is to their advantage for the two of you to go as team and make the presentation. Be clear that they need your support in making a valuable presentation.
17. 

    Bill Brooks
    October 30th, 2006 - 13:40

    I am a District Sales Manager for a whole sale lender.
    In your opinion, what would be the best way to translate the tips that
    were given to working with mortgage brokers?

    Kareem — First, remember that mortgage brokers (owners) are small business owners, while some are entrepreneurs. As a result they and their lenders are badly in need of powerful, useful SKILLS. These principles will work for anyone who sells anything to anyone – including brokers.
18. 

    Bill Brooks
    October 30th, 2006 - 13:48

    I work for a catalog sales company. Do I want to make sure that the customer has at least seen or received our catalog before I ask these questions. Or is it suitable to ask these questions as I am cold calling?

    Tonya — Great question! I’d suggest that you ask this initial question, “How familiar are you with (your catalogue)?” Based on this answer, you can make the correct adjustment.
    You’ll notice I didn’t suggest a question like, “Are you familiar with (your catalogue)?” The trouble there is that the answer is a “yes” or “no”…and if it’s “no,” it could go downhill from there.
19. 

    Bill Brooks
    October 30th, 2006 - 13:50

    Your Q#3. If as a sales person you are approaching a
    prospect to sell them your product, how will the prospect know the answer to this question? Are you assuming the salesperson has already presented the product – ie features, benefits, etc.

    Sean — You want to find out in the most general terms why they might be looking to buy. In other words, what are they hoping to achieve through this purchase – pride, profit, pleasure, peace of mind…? If they can’t answer this question at all, they’re probably not a qualified buyer. If the prospect is a qualified prospect they will know the answer before the salesperson presents anything. The answer to this question will tell you what to present later on.
20. 

    Bill Brooks
    October 30th, 2006 - 13:51

    How would you relate this to car sales?

    Dana — Slow the sale down. Don’t run prospect around the lot. Instead, sit them down, slow down the process and then make the appropriate decision as to whom you should deal with, what to demonstrate etc.
21. 

    Robert
    November 2nd, 2006 - 16:44

    Bill,

    Are the 10 questions listed somewhere?

    One comment on the purpose of the SM. IMO, they should also be the internal corp champion to help get things done for the sales team.

    I find most do a poor job of this. That said, the level of success depends on how much outside time the SM spends vs inside.

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