David Masover, author of The Salesman’s Guide to Dating: A Sales Book About Making Connections… With an Unexpected Twist!, joins me on this episode.
- About David in Buda, Hungary, and Andy’s Hungarian connection.
- Why has sales training not evolved in America beyond “asking good questions and being curious”? Why does every new generation have to be taught these things? David shares his development in sales since 1991.
- The basics are usually “assumed away.” Companies don’t have a passionate culture for learning and study. There is a lack of focus on the core basics and fundamentals.
- Selling is about people. David cites Dan Pink on facts and true facts. Andy talks about correlations without causes.
- David “discovered” the sales process using the scientific method. Later, somebody told him it was the sales process. He thinks of it more as a sales framework.
- Should more effort be spent at the top-of-the-funnel or at the bottom-of-the-funnel? Can we scale the process to a higher close target than 20%?
- David describes front-loading sales efforts. Rather than setting a desired close rate, solve customer problems early and work towards the close.
- What does winning look like? What has to happen at each step along the way to the ultimate outcome? Andy calls it reaching the “deciding to make a change” with the customer. Win that decision to win the sale.
- David shares his experience with sales, consulting, management and sales again, including coaching reps. David has seen too many people mechanically reading down a script.
- Are you creating the opportunity to score? Andy relates it to soccer. Andy blames the corporate culture of the sales process. Activity metrics constrain innovation. Success comes when salespeople treat customers like people.
- David wants to see more sales coaching. Andy says managers coach on opportunities rather than coaching on skills. Andy says managers should divide their time on Process, Opportunities, People, and Education.
- David recommends a holistic approach. Look at what leads to the output, not just at the output. Andy talks about productivity vs. metrics or revenue vs. activity.