In this issue, we focus on sales team messaging. Mike Weinberg says, “Your Company Sales Story is your most important sales weapon.” I agree 100%.
We share a link to a Mike Weinberg article on the importance of getting your sales team messaging right. He calls it The Company Sales Story.
I share Seven Keys to Build and Use Powerful Sales Team Messaging.
We also recommend Building a StoryBrand by Donald Miller for our recommended reading this month. Mitch Alverson, a certified StoryBrand guide, shares his views on messaging in his article, A Story Framework that Will Revolutionize Your Business.
Invest time in getting your sales story right and make sure it is aligned with the marketing story. This investment will reap big dollars for you.
You can have brilliant ideas, but if you can’t get them across, your ideas won’t get you anywhere.
Seven Keys to Build and Use Powerful Sales Team Messaging
by David Wuensch
The foundation of all sales processes is getting your sales team messaging right. Getting your sales story right will help your salespeople sell better. It will improve their prospecting, qualifying and closing. Good sales team messaging will ….
Your Sales Story is Always Critical, But Even More So Right Now
by Mike Weinberg
Your messaging, what I often refer to as the “Sales Story,” is your single most important sales weapon because pieces of your story end up in all your other weapons – prospecting call outlines, voicemails, emails, social media profiles and messages ….
A Story Framework That Will Revolutionize Your Business
by Mitch Alverson
When you bring together the power of story and a business framework, you have a winning combination. A marketing philosophy that is a sure paradigm buster in the marketing world… StoryBrand is really taking the marketing world by storm. ….
A young salesperson peeked into the office of someone who looked like a sales manager, muttered something, then started walking away. After retreating a little he seemed to change his mind and headed back to the door — where after some hesitation, he started to back away again.
The sales manager, feeling sorry for the young man, and surprised that he was so badly trained, called him in. “You’re a salesman, aren’t you? What are you selling?”
“Sir … uh … yes … I’m a salesman. I’m sorry to bother you. I was selling insurance, but I’m sure you don’t want any. Sorry to have wasted your time.”
Feeling sorry for the young bungler, the sales manager bought two policies to give the young salesman some confidence and then started teaching him about selling. He said: “You should have different pre-planned approaches for different kinds of—”
“But I do, sir,” the young salesman interrupted, “the one I just used is my planned approach for sales managers. It always works. Thank you!”
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