“Dirty Little Secrets” launches tomorrow: 3 more secrets unveiled

more-secretsYesterday I gave you 3 ’secrets’ from the Conclusion of my new book Dirty Little Secrets: why buyers can’t buy and sellers can’t sell and what you can do about it.

An answers for those of you who have asked how this book differs from some of my other books, and then I’ll give you 3 more ’secrets.’

This book is very very different from Sales on the Line, Selling with Integrity and Buying Facilitation®. While those books talk about the buying decision process as being separate from the sales process and introduce some new skills, none of my previous books delve into exactly, EXACTLY what happens behind the scenes. I have thoroughly explained

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Collaboration Management: Ensuring Necessary Buy-in From Communications Partners

As CPAs, your job involves several forms of communication. You need to─

  • Get agreement from clients, colleagues and partners.
  • Need to negotiate with departments of finance, CFOs and the IRS.
  • Ensure you understand, and are understood by, all people you communicate with.

Failure to do any of these is costly, financially and personally.

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Presentations: How To Compete When In Front Of A Prospect

Your last presentation was great and seemingly well-received. You addressed the prospect’s needs, positioned yourself and your product just right, used the right language and visuals to assure that you were a caring, smart, professional, and had a product that would obviously be the right solution. The price was right, and you clearly had a leg up on the competition in terms of fit. And, the prospect liked you a lot.

But you didn’t close the deal.

Later you heard lots of conflicting stories: they already had a preferred vendor, the CXO had a friend in one of the competing companies, their inside folks were going to handle it, they decided to do nothing, you were too expensive, the competition came in lower than cost just to get the deal….

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Influencing Change – A Guide For Sellers, Coaches, And Supervisors

When people or groups make a decision to purchase something, they go through the same decision cycle that an individual goes through to decide upon a personal change, or an employee goes through to change behaviors at a boss’s insistence.

Until now, our communication rules have assumed that when we kindly or persuasively offer others good information that could solve problems and achieve successful results, or coach them toward making a much-needed change, or even just pitch a product they sorely need, we can expect a positive reception. Obviously, if our communication partner (called Partner in this article) has a problem and we’ve got the true solution – and we do! We do! – they should take our advice. But they don’t.

We watch our Partners nod their heads in agreement with our clever suggestions, and promise to do something different, but then quickly return to their old less-successful behaviors.

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