The Science of Sales Success: A Proven System for High-Profit, Repeatable Results

Sales approach where tactics and techniques dictate your sales strategy on a random basis.

Second step of MP 1: Spark Interest. You let customers choose goals that might interest them from a broad array.

The third step in handling hinges. Salespeople verify they understand the impact of the hinges before attempting to remedy them.

Customers test if they can achieve their goals within their conditional commitments during MP 2: Measure Potential.

One of the six active questioning tactics. It involves using questions where you make positive assumptions, not negative ones.

Owners' representatives and seasoned practitioners of the bid system. They place a high premium on the dollar value of price and delivery in Column 1.

Overview letter sent to the top five decision makers to generate initial interest. It outlines the company goals you could help them achieve.

The third step of MP 1: Spark Interest. You provide references of your successes in similar or the same market segments.

Process where salesperson asks for a product purchase commitment from customers if certain conditions are met. It indicates a lack of understanding of customers' goals, measurable benefits, filters, and systems of evaluations—and obtaining Measurable Phase Changes.

Opportunities that involves two or more decision makers and in-person sales calls. When both of these situations occur, they present the best opportunity for you to provide more value than competitors and receive higher profits for doing so.

The features only your product, service, or company possesses that produce measurable benefits to a specific marketplace.

Any feature created at the organizational level (not at the product or service level) such as size in dollars or employees, years in business, number of distribution centers, and number of customers. A universal feature should only be used if it helps a customer achieve a measurable benefit of his or her goals.

The first tier of customers' responses that provides nonspecific answers to salespeople, usually in response to qualifying questions.

Perceived or measurable benefits that customers derive from the features of products as it relates to the achievement of their goals.

Salesperson who focuses on satisfying customers' requests for specific products and services to satisfy specific needs.

Process that uses yes-or-no questions to validate and confirm complete understanding and agreement of goals or filters.

Explaining tactic that uses descriptions to create powerful images.

The selling stage associated with the number of in-person sales calls invested in MP 3: Cement Solution.

The tactic and common sales mistake that occurs when salespeople find out that a customer does business with a competitor. They ask customers to tell them what a competitor's products or services do for them. The focus is now on the difference between your features and competitors—which leaves out how your products help customers achieve their goals.

What customers think they want to achieve without understanding their goals and filters. You find these lists in needs-satisfaction selling.