A few sales aphorisms · The sales blog


The probability of winning a contract is inversely proportional to the number of days during which you worked.

Your ability to get a meeting is a measure of the imbalance between the time your customer gives up in exchange for the value you create.

Each "no" brings you closer to a "yes," as long as you are ready to change your approach, learn from the reactions you receive, and persist over time.

Your choice of support for difficult conversations is a projection of your confidence in your ability to create value for your client.

The hardest winners are the easiest to remember.

The percentage of the first ten minutes you spent on your first sales conversation was to prove that your business and products were worth buying. The lower your chances of selling these products.

The more your customer considers that your price is the determining factor for a decision to buy from you, the longer the time that he will spend will be short. When this is not true, you will retain the customer, but you will regret having acquired it.

The more questions you ask about cold discovery, the more you eliminate the possibility of getting a meeting.

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The worst time to win a customer is the first time that he makes an infrequent and very important decision. The third time that they make the decision is the best time to win them. Disappointed and confronted with reality, they are sufficiently educated to be selected.

The prospect that constantly complains about your competitor is likely to cause you as much nightmare as competitor.

A contact with low moral intelligence throughout the sales process will expect you to be complicit in making bad decisions after signing your contract.

The more effectively you service a customer, the closer you are to an opportunity. The loyalty they demonstrate to your competitor is the loyalty they will show you.

The more you feel that the grass is greener elsewhere, the more you will be exposed to weeds when you cross the street.

Your chances of keeping a client after an error are proportional to the time it takes you to react multiplied by the leadership exercised times the time needed to run divided by the number of times you try to blame for external factors.


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