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Sales Tips: Types of Customer Data to Collect to Improve Marketing Strategy

Courtesy of Primary Intelligence, a CustomerCentric Selling® Partner

When some marketing professionals think about surveys, they generally think about close-ended feedback. Close-ended feedback, which is typically collected in online surveys, involves rating scales, “check boxes” of applicable categories, “yes/no” questions, and other data that is typically quantitative.

Close-ended feedback is usually efficient and straightforward for customers to answer, as well as straightforward for organizations to analyze. This type of customer feedback also provides the ability to easily compare different parts of the organization, different team member’s effectiveness, and overall customer experience from a quantitative, “temperature-taking” perspective.

In contrast, open-ended feedback is typically qualitative in nature and often includes verbal or written comments that provide context behind the close-ended quantitative data. For example, an especially low rating of a “1” or a “2” on a 0-10 point ratings scale would benefit from customer follow-up to discover why the respondent rated the category especially low. Similarly, understanding a “9” or a “10” rating would help to explain and drive behavior that should be replicated throughout the organization with other customers.

(For more information on quantitative and qualitative data, download our eBook “B2B Quantitative vs. Qualitative Data.”)

customer data strategy

Types of Customer Data to Collect to Improve Marketing Strategy

Collecting Open-ended and Close-ended Feedback

Collecting a combination of open-ended and close-ended feedback is a best practice at Primary Intelligence. While collecting only close-ended or only open-ended feedback is possible, having one without the other only tells one side of the story.

In many of today’s data-driven organizations, having a CX (Customer Experience) program with only qualitative comments typically invites skepticism from data hounds, who want to know, “What can we do with this unstructured feedback?” This is especially true if text mining or text analytics is not being used to help sort and understand the feedback.

At the same time, providing only data points often doesn’t tell the whole story. Data alone doesn’t describe the why of the story. It’s also devoid of specifics, a particularly difficult situation to find oneself in when trying to understand why customers stay or go, why customers remain loyal or churn.

The most popular method of collecting open-ended feedback is through electronic surveys, with 85 percent of organizations collecting qualitative feedback in this manner. An additional 59 percent are collecting open-ended Customer Experience feedback through telephone interviews, while close to 50 percent are utilizing on-site or in-person visits.

Collection Methodologies Advantages and Disadvantages

While collecting open-ended feedback through any means is helpful in understanding customer sentiment, different approaches to collecting open-ended feedback have both advantages and drawbacks.

Online surveys

While gathering open-ended feedback using online surveys can be efficient for organizations administering the surveys, one of the principal drawbacks of collecting open-ended feedback using online surveys is that organizations cannot delve deeper into customers’ responses to ask probing follow-up questions. Additionally, open-ended responses to online surveys can sometimes be confusing, and even contradict earlier feedback provided in the survey.

On-site visits

In-person meetings have the advantage of showing customers the extent of care and attention organizations are willing to pay to them to address their needs, with executives taking the time to meet with customers face-to-face and address problems head on, not hiding behind a computer screen or armies of mid-level managers.

A drawback of on-site visits, however, is that the conversations may or may not be recorded, so capturing and analyzing the information for later reflection and comparison with other customer data may be spotty, minimal, or non-existent.

Another potential disadvantage of on-site visits is that the individual or team sent to meet with the customer may not be ideal. For example, organizations that send a member from the customer’s account team may encounter defensiveness when the account representatives hear negative feedback or suggestions for improvement. As a result, customers may be less than candid in sharing the totality of their feedback.

(For advice on how to handle negative feedback, check out this article.)

Phone Calls

Advantages of collecting open-ended feedback over the phone include reduced time and expenses compared with on-site visits, as well as the ability to ask clarifying or probing follow-up questions to tease out root issues causing customers to defect or areas of delight leading to loyalty and recommendations. Telephone conversations can also be recorded, with comments transcribed for later viewing and analysis throughout the organization.

One of the disadvantages of interviewing customers through telephone conversations is that scheduling logistics can be challenging, especially if the customer is in a different region of the world. Speaking on the telephone also does not allow the interviewer to see facial expressions or body language, and pauses can be difficult to interpret in telephone conversations.

(For a deeper discussion on phone interviews, read this article.)

Sales Tips: 3 Things to Know Before Selling to the B2B Market

Courtesy of Primary Intelligence, a CustomerCentric Selling® Partner

In recent years, selling to the B2B market has presented new challenges for companies such as buyers’ growing tendency to vet vendors using online research and the interplay between the B2B and B2C buyer experience.

B2B buyers identifying and selecting their top tier of vendors for purchase evaluations—including the short list of contenders—often do so with very little or NO input from sales or company reps. Buyers also expect excellence from their vendors, based largely on their expectations from their experiences as consumers in B2C transactions.

So, what should companies selling to the B2B market know before they engage with their buyers?

b2b selling

Selling to the B2B Market

1. The buying process will happen (mostly) without you

In terms of vetting vendors, the key take away is the fact that digital access to information has resulted in a shift of power from sellers to buyers. Instead of going to sales reps and company sources for most (if not all) of their information, buyers today can research vendors, products, services, support, add-ons, pricing, partnerships, and many other factors online, using company websites, user groups, virtual opinion leaders, blog posts, videos, SlideShare and presentation postings, and investor details.

The Corporate Executive Board estimates that close to 60% of buying activities are finished before a sales rep is even involved. Forrester estimates that up to 90% of the buying process is completed before sales is brought in. Buyers who are evaluating technology for their businesses complete more than half of their evaluation before contacting a sales rep. And they’re often seeking out users instead of either vendors or analysts.

It’s important to remember that B2B buyers are doing much of their investigative work about vendors and their offerings before they ever reach out to sales or company representatives for information.

What You Can Do:

  • Put your best digital face forward

Make sure you’re providing rich content to your audience, not only about your products or services, but also about your market leadership, your customers, and the industry overall, including trends that could impact the market in the near- or long-term.

  • Integrate Sales and Marketing

While Marketing and Sales have not always worked closely together, in the digital age it’s essential they present a consistent message to buyers. There’s even a term HubSpot coined — “Smarketing”—to describe an integrated sales and marketing strategy.

Especially at the beginning of the discovery process, Marketing must take increased responsibility for engaging and nurturing prospects. Toward the end of the buying process, Sales may play a larger role. Throughout the process, Sales and Marketing must be integrated and appear seamless to buyers.

  • Have a multi-channel presence

Because buyers will be looking for details about your company and products using different channels, you’ll need to have a presence in the channels buyers are likely to be in, including website content, social media, webinars, case studies, blog posts, online videos, and white papers.

SiriusDecisions highlights that “highly aligned B2B organizations achieve 19% faster revenue growth and 15% higher profitability.”

2. Buyers expect B2C excellence from B2B vendors

Like the rest of us, B2B buyers don’t operate in a vacuum. They compare their experiences as consumers in their personal lives to their experiences as buyers in their professional lives. For example, if someone has a seamless experience buying dog food on their mobile device at 3 a.m., they want to repeat that positive experience when purchasing your product, whether it’s industrial machinery, staffing services, or anything in between.

Practical Ecommerce notes that B2B companies selling their offerings online recognize that the customer experience for business buyers is just as important as the customer experience for consumer purchasers. Avanade highlights the consumerization of IT – policies such as “Bring Your Own Device” or BYOD – mean that the traditional delineations of B2B and B2C are no longer relevant. Instead, it’s now business to everyone since there are low or no barriers to information.

What You Can Do:

  • Model your systems after the best B2C companies

There’s really one large, over-arching implication for the B2C/B2B convergence trend, and that is to model your systems, processes, and customer interactions after the best B2C companies, usually consumer packaged goods companies, such as Proctor & Gamble or Unilever. This means having a mobile-ready platform, investing in technology to support better customer service and customer experiences, and offering self-service tools, such as pricing and ROI calculators.

McKinsey highlights the fact that most business buyers use six or more channels to evaluate potential vendors – a theme highlighted earlier – along with the fact that most buyers (65%) report poor and inconsistent experiences between the different channels. Using technology and systems to ensure consistency in user experience will help in this regard.

3. Companies with effective Personas and Journey Mapping will surge ahead

While Customer Experience, or CX, has historically been the focus of B2C organizations, it’s now making a big play in B2B enterprises as companies seek to better understand their customers’ experiences along the entire life cycle of the customer’s engagement.

One way companies are understanding their customers’ experiences is using personas and customer journey mapping. Using Personas and Journey Mapping, companies are increasingly focused on Customer Experience to drive differentiation and increase profitability. (To learn more about Customer Experience, download this guide.)

Personas vs. Journey Mapping:

* Personas

Personas are descriptions of an organization’s typical buyers based on market research and feedback from actual customers. (Check out 15 Ways to Make Your Buyer Personas Real.)

* Journey Mapping

Journey mapping is just what its name implies – it provides a map of the journey customers take with their vendors, from initial discovery to product evaluation to product usage to product support to eventual end of life or product retirement. (Check out 15 Powerful Customer Journey Maps.)

As competition intensifies in the B2B environment, customer experience initiatives can be used to both differentiate companies and to increase profitability. Because buyer personas can help to guide product development and create better marketing campaigns, they’re typically used by companies to help drive detailed customer segmentation, helping companies understand different buyers’ attitudes and criteria for purchase decisions.

Customer journey mapping can help companies identify how internal processes help or hinder their customers’ experiences at every stage along the journey through capture and labeling of customer thoughts, feelings, and perceptions. Journey mapping can also illustrate customer expectations versus reality, as well as opportunities for improvement in each phase of the mapping process.

Sales Tips: Three Questions to Predict if Your Customer Will Renew

Courtesy of Primary Intelligence, a CustomerCentric Selling® Partner

Building a strong customer base is a game of inches, as the football analogy goes. To sell the deal, you have to find the right market, build the right product, and create a strong buying experience. But, as we all know, that’s only the first touchdown. You continue to sell and resell your product every day the customer uses it (or worse: doesn’t use it). You’re reaching for the next touchdown — a renewal, new engagement, or up-sell — with every customer interaction.

renewals

It’s the norm now for companies to track and measure the experience of their customers after the sale, and spending for customer retention programs is on the rise. A 2014 Harvard Business Review survey found 53% of executives saw customer experience management as a potential competitive advantage and 45% made it a strategic priority. And yet, how customer experience measurement is done widely varies.

What’s the Purpose of Customer Experience Management?

More importantly, what executives think customer experience management can and should do for their organization is largely still up for debate. Should it drive loyalty and/or improve NPS scores? Increase customer referrals? Decrease costs? Help you gain market share? All of the above?

Let me wade into the debate. The core focus of every B2B customer experience program should be learning how to retain and grow customer revenue.

If your customer experience program is not telling you how likely your current customers are to renew or expand their spending with you in the near and long term, you’re missing a critical metric of success. Typically as much as 80% of a company’s revenue comes from its existing customer base. That means even a modest churn rate can cause a dent in your revenue.

So, how can you predict your customer retention? There are two main methods:

  1. Ask your customers if they will renew.
  2. Understand your customer’s experience.

Asking Your Customers if They Will Renew is Good

When you ask a customer outright if they plan on renewing with you, the answer is called stated data, meaning that’s the answer the customer said. There is definite value in stated data. For example, what if your largest customer said, “I’m not sure if we’ll renew. Our purchasing department recently told us we have to do a competitive bid for all large contracts, so we’ll need to do one for your product as well.” Clearly that is great information to have — you can start preparing now for a competitive renewal bid.

However, customers can’t always articulate what is most important to them. Or, in some cases, they may give an answer they think they should (eg: I’ll say price is most important to me just so you will give me discounts.) And in the case of renewals, they may hold off giving you a realistic answer because there is an existing relationship, they want to avoid sales pressure, or they just don’t know yet. So, while it’s extremely valuable to have candid conversations with customers about what’s important, I find it less helpful to collect stated data in this case. Instead, I would recommend derived data.

Understanding Your Customer’s Experience is Best

You can derive the answer to your renewal question by understanding your customer’s current experience with your solution by looking back in the rear view mirror to see what’s happened so far in their journey. Let’s start with the three core questions you need to ask the customer.

Question Question 1: What are the most important benefits you want my solution to deliver?

Customers purchase products to receive benefits. No one buys a phone system to have a phone system, but rather to be able to communicate effectively with others. This question will help you understand the outcome or result that drove the customer to purchase your solution in the first place. If possible, ask the customer to be specific about the benefit. For example, if they say they want “reduced cost”, ask if there was a certain percent decrease they were hoping to accomplish.

I like to provide customers a list of potential benefits to select from to make the analysis easier, but you need to be careful about leading — make sure you include plenty of “other” options so they can write in benefits you might not have thought of. You can also definitely ask this question as an open-ended statement, providing no options to pick from.

TruVoice Watermark Question 2: How well is my solution delivering those benefits?

This question can be asked as a scaled question (eg: rate from 0 to 10) or on a text-based Likert scale(somewhat, not at all, etc.).

It’s important to ask about the specific benefits mentioned in question one. If the customer wanted reduced costs, increased efficiency, and better employee engagement, make sure you ask about how well the solution has delivered all three of those benefits specifically. If the list gets long, ask the customer to narrow down to the top three benefits they care most about.

Do not miss the opportunity to follow-up for more details on any high or low rated items. Ask neutral probing questions like, “Please tell me why you rated X that way.”

Most importantly: Do not use this as a sales opportunity! Don’t explain that the customer simply missed a feature of your solution! There will be time for clarification and follow-up LATER. If you do it now, you’ll risk cutting off the candid feedback and interrupting the flow of discussion.

TruVoice Watermark Question 3: How much effort was required to experience those benefits?

While this question might seem quirky at first, it’s the most important. A Corporate Executive Board (CEB) study found 94% of customers who have a low effort experience will purchase again. So, it’s critical to ask about the effort required.

I like to ask this as a scaled question (eg: rate from 0 to 10) because you can get more specific in your measurement, but make sure to follow-up with the customer to get more details. Try something like, “What specific processes or features did you consider when determining that effort score?” or “Please explain what type of effort you were expecting the solution to require.” or even “Tell me about a recent experience you had with the solution that felt more difficult than expected.”

One quick note about this question: the effort will be relative for each customer. While one customer might think it’s “easy” to pull a report from your software, another customer might gauge the same actions as “difficult”. That’s okay. What you are measuring here is the customer’s perception of effort. Customers who feel like the solution is difficult are more likely to seek easier solutions, putting you at risk for renewal.

Evaluating The Experience to Determine Retention

Now that you have the answers to these three questions, you can use the answers to derive likelihood of renewal. A very simple calculation might be:

((Number of benefits experienced strongly) / (Expected benefits))  / (Effort required)

For example:

Benefits experienced calculation

You might calculate that as: ((Number of benefits experience strongly = 1) /  (Expected benefits = 3)) / (Avg effort required = 7.3) = 4.5% likelihood to renew

I’ll reiterate this is a very simple version of the calculation you actually need to do, but even before you calculate, you should have a sense that this account might be in jeopardy because the customer is not experiencing all the benefits they want and the effort required is very high. You need to develop an action plan to help them experience the benefits and/or ease the burden of effort.

It’s All About Outcomes

I’ll leave you with these words of wisdom from our CEO, Ken Allred:

“In reality, the biggest influence on your customer’s experience is your ability to deliver the outcomes they wanted when they decided to buy from you. You can provide the best support in the world, have wonderful relationships, and be beloved by your customers, but if you can’t deliver what you promised, your customer will leave you as soon as they find someone who can.”

Sales Tips: Wakeup Call for Sales – Today’s Realities and How to Adapt with Your Buyer

By John Holland, Chief Content Officer, CustomerCentric Selling®

At the risk of sounding like my parents, selling seemed so simple 25 years ago. Sales was on its own island and were the keepers of information buyers had to contact if they wanted to learn about new offerings.

Sellers could enjoy “Column A” status for most of the buying cycles before Columns B, C, etc. were brought into the fray late as fodder to provide leverage in negotiating the best price from Column A. Many of my blog posts have discussed how buying has changed, but few organizations have fully understood the implications of Sales 2.0.

Best of breed technology was the trend in the 90’s until organizations started to realize the exorbitant cost of integrating disparate offerings. This was also the time the buzz about integrating Sales and Marketing died because there were so few Success Stories.

ducks in a row

Getting Your Ducks in a Row
In today’s environment sales organizations make their own decisions about sales training or process as marketing does. Product Marketing tries to identify specific market segments they want to reach out to. Product Development (furthest from buyers) attempts to create new offerings that address buyer/market needs. It seems there are several silos making what they feel or hope are good ‘best of breed’ decisions with little or no thought for the other silos’ requirements and how to integrate the different approaches.

Absent a coordinated approach that views revenue generation as an enterprise rather than a sales responsibility, it will be nearly impossible to react in a coordinated and meaningful fashion to the changes in buying behavior.

When choosing a process for revenue generation I’d suggest the following capabilities are needed:

  • For each offering, sales and marketing must agree on the titles that comprise the buying committee.
  • For each title, sales and marketing should agree on desired business outcomes that can be achieved through the use of the offering.
  • Sales and marketing should create messaging for each conversation (title/outcome) to help sellers more consistently position offerings.
  • Standard milestones in the buying process should be developed that can be verified based upon buyer actions rather than seller opinions.
  • A common vocabulary that all four silos use should be agreed on so that customer-facing staff can more effectively articulate buyer/market needs for future offerings.

Organizational changes are necessary and difficult to put into effect, but having all silos understanding one another’s’ responsibilities in revenue generation would go a long way toward making vendors more customer-centric.

New Industry Report Available: “Changing Your Sales Outcomes”

Courtesy of Primary Intelligence, a CustomerCentric Selling® Partner

Can you salvage a deal that’s on track for a loss? And if you can, what does it take to recover it? For this industry report, Changing Your Sales Outcomes, we analyzed buyer responses from nearly 1,000 highly competitive B2B sales opportunities collected over an 11-month period. Our study uncovered that over one-third of lost deals could have been won. If you’re working on a sale that seems like it might miss, stick to it: your buyers are probably willing to give you a chance to recover the sale—and a chunk of revenue with it.

The impact of recovering one in three lost deals is significant. The missed opportunities in our study represent over $1.5 billion in lost revenue that sellers could have won had they navigated the sale differently. For the average software vendor in our study, a 33% increase in revenue would have added an estimated $15 million annually to their bottom line. Even recovering a fraction of this would have been significant.

With so much revenue left on the table, what did sellers miss?

changing sales outcomes

Changing Your Sales Outcomes Industry Report

Most often, sellers didn’t provide the right mix of sales, product and pricing support for their buyer. Our study dove deep into the details and captured what you can change to win, and it’s all based on what buyers advised—and specifically, what the buying decision-makers advised. And their advice isn’t necessarily what you might assume.

Here’s one example: While sales teams often say price lost the deal, buyers had different ideas. Their advice of what to do differently didn’t place price first or even second in line. In fact, nearly two-thirds of lost deals didn’t have a price-related weakness.

Instead, buyers placed improvements to the sales process at the top of the list, saying it was the leading influencer a vendor could have modified to win.

While it can be discouraging for sellers to hear their sales efforts didn’t hit the mark, this is good news for you. Sales activities are easily correctable, and they’re certainly easier to modify on the fly compared to your product’s feature set or pricing structure.

When it comes to optimizing the sales process, the number one issue buyers raised was a disconnect between what they were seeking and what the losing vendor offered. Buyers said losing vendors did not understand (or respond to) their business needs adequately, especially compared to the winner.

The theme of understanding needs reoccurred throughout our findings as buyers also associated it with a vendor’s product and price. For example, buyers described how winning vendors understood their needs and then tailored their proposed solution around those specifics. Tactics like this helped winners close the deal while pushing out competitors.


Want to see the complete list of things you can do differently to win 33% more deals this year? Read our full report or download the graphic summary.

Download Graphic Summary   Download Detailed Report

Win Loss Best Practices: Competitive Intelligence Leads to Strategic Decisions

Guest post by Primary Intelligence, CustomerCentric Selling® Partner

Any electrical socket around you provides a tap to a near endless supply of energy. Inside the wires, there is enough power to run a houseful of gadgets, recharge your electric car or deliver an awful shock (don’t try that at home).

But, until you use the power to do something (turn on the lights, recharge your phone, etc.), it really doesn’t offer much value. For the electricity to be effective, it must power something that is important to you. Otherwise, it is just a bunch of electrons with potential energy sitting in copper wiring.

Your competitive intelligence is very similar to the electricity in your wires. You can collect as much competitive intelligence as you like, but until someone uses it to power change in your company, it really isn’t effective at all.

competitionCompetitive Intelligence for Strategy

Your competitive intelligence is most effective if it:

  1. Strengthens your company’s position when you compete
  2. Enhances your offerings to create desirable solutions that customers will buy

Answer These Competitive Analysis Questions

To maximize effectiveness, we recommend answering these questions:

1. Top-line Revenue

  • Does this intelligence create new revenue opportunities?
  • Can we take away sales from the competition?
  • Will our existing accounts stay longer and be more profitable?

2. Bottom-line

  • Can we be more efficient or learn best practices?
  • Are there better ways to manage our processes?

3. Application

  • How easily will we be able to act on this data?

What’s Your Best Source for Competitive Intelligence? Your Customers!

How often do you talk to your customers? If you add up the touches made by sales, account management, marketing, and other client-facing services in your company, you might find that each of your customers is talking to you on a regular basis.

You should have a central management group that has established some formal information gathering processes. Very common programs would include Customer Satisfaction, Account Loyalty, Win-back, Win Loss, Client Retention and Defection. Usually, these programs fall under the heading of “Voice of the Customer” (VOC). (Check out our Resources page to learn more about these programs.)

So, you have two types of contact:

  1. Informal, everyday conversations
  2. Formal programs to gather Voice of the Customer data

The fact of the matter is that your customers know nearly as much about the competition as they do about you. They evaluated the competition before selecting you as their vendor. They are regularly courted by the competition and many of your best clients also have purchased from your competitors, either in the past or currently.

Take a minute to see if your win loss program is generating competitive intelligence.

buyer-meeting-customer-experienceIn our experience, most customer satisfaction and loyalty interviews focus on the client’s experience with their present vendor. Go one step further and:

  1. Ask your clients who they perceive as your biggest threats.
  2. Find out what they are hearing about the competitors’ recent initiatives and offers.
  3. Understand how you stack up in various performance areas.

Put the Competitive Intelligence Collected to Work

The competitive information collected from your customers will not only be enlightening but will show your company what is happening in the market place in real time. (For more reading, download 7 Competitive Intelligence Strategies Used by Successful B2B Companies.)

Your company will benefit in the following ways:

  1. Sales will know what is being said about your company by the competitors. They will have more intelligence to sell more effectively and counter negative messages.
  2. Marketing will know what the prospects and clients value in the marketplace and will be able to establish messaging that drive home the most important value propositions.
  3. Product Development will know the advances being made by the competition and will understand how well these innovations may be received by the marketplace.
  4. Executives will have the right competitive intelligence to make strategic decisions.

Last thoughts:

Are you sharing competitive intelligence with the stakeholders in a timely manner to make sure that your company is capitalizing on the market as efficiently as possible?

Collecting data and sharing customer insights are valuable competitive strategies, but competitive intelligence must be converted to actionable decisions if you truly want change.

Sales Tips: Has Your Selling Approach Changed? Your Buyer Has.

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<a href=”http://blog.customercentric.com/blog/bid/89364/sales-training-article-has-your-selling-approach-changed” title=”” class=”hs-featured-image-link”> <img src=”http://blog.customercentric.com/hubfs/buyer-center-whiteboard.png?t=1489093932032″ alt=”Sales Tips: Has Your Selling Approach Changed? Your Buyer Has.” class=”hs-featured-image” style=”width:auto !important; max-width:50%; float:left; margin:0 15px 15px 0;”> </a>
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<h1>Sales Tips: Buyers Have Changed. Has Your Sales Approach Changed?</h1>
<em><span style=”font-family: georgia, palatino; font-size: 14px; color: #152d53;”>By John Holland, Chief Content Officer, CustomerCentric Selling®</span></em>
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<span style=”font-family: georgia, palatino; font-size: 14px; color: #152d53;”>It would be hard to disagree that today’s buyers:</span>
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<li><span style=”font-family: georgia, palatino; font-size: 14px; color: #152d53;”>Leverage the Internet and social networking</span></li>
<li><span style=”font-family: georgia, palatino; font-size: 14px; color: #152d53;”>Bring sellers into buying cycles later than ever before</span></li>
<li><span style=”font-family: georgia, palatino; font-size: 14px; color: #152d53;”>Feel they know their requirements before talking to salespeople</span></li>
</ul>
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<img src=”http://track.hubspot.com/__ptq.gif?a=22968&amp;k=14&amp;r=http%3A%2F%2Fblog.customercentric.com%2Fblog%2Fbid%2F89364%2Fsales-training-article-has-your-selling-approach-changed&amp;bu=http%253A%252F%252Fblog.customercentric.com%252Fblog&amp;bvt=rss” alt=”” width=”1″ height=”1″ style=”min-height:1px!important;width:1px!important;border-width:0!important;margin-top:0!important;margin-bottom:0!important;margin-right:0!important;margin-left:0!important;padding-top:0!important;padding-bottom:0!important;padding-right:0!important;padding-left:0!important; “>

Sales Tips: Critical Need for Solid Business Development Skills

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<a href=”http://blog.customercentric.com/blog/bid/77191/sales-training-article-business-development” title=”” class=”hs-featured-image-link”> <img src=”http://blog.customercentric.com/hubfs/phone-call.png?t=1489093932032″ alt=”business development” class=”hs-featured-image” style=”width:auto !important; max-width:50%; float:left; margin:0 15px 15px 0;”> </a>
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<img src=”http://track.hubspot.com/__ptq.gif?a=22968&amp;k=14&amp;r=http%3A%2F%2Fblog.customercentric.com%2Fblog%2Fbid%2F77191%2Fsales-training-article-business-development&amp;bu=http%253A%252F%252Fblog.customercentric.com%252Fblog&amp;bvt=rss” alt=”” width=”1″ height=”1″ style=”min-height:1px!important;width:1px!important;border-width:0!important;margin-top:0!important;margin-bottom:0!important;margin-right:0!important;margin-left:0!important;padding-top:0!important;padding-bottom:0!important;padding-right:0!important;padding-left:0!important; “>

Sales Tips: Leaders Are Readers

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<a href=”http://blog.customercentric.com/blog/sales-tips-leaders-are-readers” title=”” class=”hs-featured-image-link”> <img src=”http://blog.customercentric.com/hubfs/books-3.png?t=1489093932032″ alt=”What was the last book you read to sharpen the saw?” class=”hs-featured-image” style=”width:auto !important; max-width:50%; float:left; margin:0 15px 15px 0;”> </a>
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<h1>Sales Tips: Leaders Are Readers</h1>
<p style=”line-height: 1.75em;”><span style=”font-family: georgia, palatino; font-size: 14px; color: #152d53;”><em style=”font-weight: normal;”>By Frank Visgatis, President &amp; Chief Operating&nbsp;Officer,&nbsp;CustomerCentric Selling®</em></span></p>
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Sales Tips: Garbage In, Garbage Out

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<h1>Sales Tips: Grading Opportunities – Garbage In, Garbage Out</h1>
<p style=”line-height: 1.75em;”><span style=”font-family: georgia, palatino; font-size: 14px; color: #152d53;”><em style=”font-weight: normal;”>By John Holland, Chief Content Officer,&nbsp;CustomerCentric Selling®</em></span></p>
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