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Salespeople tend to focus on themselves and the products and services they sell. Businesspeople focus on solving business problems and opening new opportunities, focusing on the outcome of the solutions they employ rather than the technical details of the products and services they offer. Stop being a salesperson and become a businessperson when you engage with your prospective and existing customers. Place emphasis and communicate with your customers on the benefits they will realize from use of your products or services. Add value by solving business problems and creating new opportunities. Corporate executives, business owners, investors, and senior management rarely have time for sales people; they always have time for businesspeople. The reason is businesspeople address issues of their primary concern – enabling business. Salespeople generally want to just talk about their products and services. As a business owner or executive, which meeting would you welcome most: a conversation with a businessperson regarding growth and opportunity in your business or a features and functionality presentation about a product or service?
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More Articles:1. Training and ROI (Return On Investment) By Rosanne Dausilio Statistics consistently reinforce that the biggest challenge in today’s contact center environment is agent training. Turnover continues to be high; new hire costs are on the rise--$6500 per agent! At the same time, losing customers because of bad call experiences negatively impacts your bottom line. What can you do? How do you justify the training expenditure?Research has been making a case for how spending in human performance areas such as training, translates into bottom line growth. Ac… 2. Getting to Consensus The need to get people in an organization to pull together comes out often in discussions about communication.Let’s think of it as getting to consensus, to roll a bunch of similar issues into one ball. Further, let’s think of getting to consensus as a process. That is, something that happens as the result of a series of deliberate actions on our part.We start the process by analyzing the current situation - how far from consensus do we now stand? Do we have embittered, untrusting people in the g… 3. Participative Management in Organizational Change By Michael Beitler I recently read an article in which the author said, "Senior managers are becoming more accepting of participative management and employee involvement because they (senior managers) are becoming more humanistic." Nonsense!Anybody who works with senior managers as a management consultant quickly realizes that most managers enjoy the power vested in their positions. Many of these managers are not interested in sharing their power and decision-making authority. Organizational Change (OC) consu… 4. Applying Lean Six Sigma to Service By Peter Peterka Although both Six Sigma and Lean Flow have their roots in manufacturing, it works just as effectively in service industries. Much of the U.S. economy is now based on services rather than manufacturing and many service organization managers are wondering how they can achieve the tremendous process improvement benefits of Lean Six Sigma to their service organization. Many service organizations have already begun to blend the higher quality of Six Sigma with the efficiency of Lean into Lean Six S… |
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