* When what they're doing isn't working, they do it again - the best sellers confront resistance and change course when necessary.
* They sell price instead of value - customers buy satisfaction, not price.
* They lose their mental toughness - optimism and relaxation are crucial in selling. Sellers have to maintain the feel of success.
* They underplan - sellers fail when they sell without specific objectives or don't plan for likely resistance.
* They underestimate the impact of rapport - the best sellers adjust their selling style to the customer's relationship needs.
* They don't network - the best sellers gain the cooperation of their inside support team and build an outside network of referrals.
* They prospect only when they need sales - the best sellers continually add new prospects.
* They chase potential instead of probability - many sellers waste their time on the big ones that always get away instead of the most probable sales.
* They don't set goals - goals always work simply because we try harder and longer to achieve them.

In a world of change, the only way to keep pace is to stick to the fundamentals of selling. The most fundamental principle of selling is to sell with the purpose to solve problems for your customer. If your customer is changing, your selling should change with him.

PRACTICAL SALES MANAGEMENT
Practical Sales Management is a bi-monthly publication of
Schneider Sales Management, Inc.

Editorial Staff
Executive Editor - Tien Schneider

Executive Offices
Schneider Sales Management Inc.
5340 S Quebec Street, Suite 265N
Greenwood Village, Colorado 80111
Phone: (303)221-4511
Fax: (303)221-4650
Email: info@schneidersales.com
http://www.SchneiderSales.com

SALES TIPS

THE FIVE SALES HABITS OF BANKING'S BEST CEO'S

1. Provide clear sales task by defining sales roles and accountabilities, a preferred way of selling and expected levels of performance.

2. Measure and reward sales contributions based on sales revenue, profitability and customer satisfaction rather than on activity.

3. Establish accountability by requiring sales supervisors to complete 90 day personal action plans for improvements in each salesperson's sales production and sales behavior and to set relationship goals for the bank's best few target customers.

4. Encourage coaching and quality improvement by rewarding managers for salesperson development, by personally coaching senior managers on sales management, and by requiring defined coaching regimens to support sales improvement goals.

5. Visibly demonstrate a strong presence in the sales process by making sales calls, by selling employees on the bank's customer satisfaction mission, and by frequently asking managers about their progress against sales and customer satisfaction goals.