By George N. Kahn
The definitive advisor to profitable promoting. This vintage paintings exhibits revenues humans in all fields and industries how one can determine these small and not-so-small errors which might be deadly in remaining bargains. George N. Kahn has been one of many nation's top revenues writers and running shoes for greater than 30 years.
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Additional info for The 36 Biggest Mistakes Salesmen Make and How to Correct Them
Obvious questions, think of such factors How many, yes. when But how many salesmen actually exhibiting such lax salesmanship? in short, possess the sort of conscience that's needed to translate selling into a real professional calling? Yet any numerous sales manager can from case histories similar to the histories of salesmen who those whose economic It recite his own experience one outlined above- lack any sense of responsibility toward fate they determine. might be added that such salesmen seldom realize their Team Forgetting the Rest of the full potentials 41 or graduate into the top ranks of star performers.
It's all very simple," he explained. an opportunity to practice and polish "Summer my stock gives work. " to say that makes the mistake of being or fails to no fully satisfied with his performance, experiment— where niques or innovations in The same is year, satisfied really professional actor ever it doesn't count— with new tech- style. true of salesmen. Yet, how many go on, year after with their technique and mistakenly failing to experiment or innovate? " does have an ideal opportunity for "practice where 43 it But he doesn't 44 Overlooking the Value of ''DryBurT CaUs count" in the "dry-run" presentation: the sales call small and relatively unimportant prospect from whom on the he really does not expect to obtain an order.
How much more constructive it is to fight the battle offenby insuring a steady supply of new accountsi One of the most dramatic instances of this failure to anticipate sively the inevitable concerns an advertising man who for many years ran a highly successful agency with but three accounts. stemmed from so few accounts, I had on many occasions urged him to devote even a small fraction of his time to soliciting new ones. But he inevitably gave the same excuses— he did not have the time; he could not afford the time; he could not take his attention away Realizing that his sizable income from his existing clients; his clients were long-term ac- all counts that were growing happier in their relationship with him year by year, and so forth.