How to Steal
From Your Competition!
A sales and marketing survival guide
The business model that teaches managers how to steal and get away with it.
In today’s slower economy, there are three
ways to improve profits:
new things to sell. You can try to expand your markets by acquiring new
products and services. If you have deep pockets and gambler’s instincts,
this is the high-risk, high reward model. Exciting and challenging.
resources are tight, you can cut expenses to the bone, shrink down until
better times. Sometimes this works, as you preserve cash. Other times,
unfortunately, this may merely prolongs the inevitable in a slow and
- You can stop whining about the state of the economy and recognize that, even in the worst downturns, most companies and individuals are still buying and growing. In order to grow you business when the overall market is shrinking, start stealing from the competition.
How? Well, for starters, figure out WHO is staying
Where. Get good valid contact
information so more dollars available to you, instead of standing by and
watching as your more aggressive competitors do it first.
Face it. The main reason for your shrinking
sales in a slowing economy is that your competitors are building their sales by
cutting into your turf.
The law of survival is that, when there is
less to eat, the more aggressive jungle animals take more from the weaker ones.
The choice is either to get mean, or get lean.
So, want to succeed, no matter what the
economy is doing? Get your mean act together. Here’s our outline to successfully
stealing from the competition. Follow this outline and you will be the one
saying that this is your best year ever:
you can increase sales at higher margins in a shrinking economy?
In spite of press reports, not everyone suffers from a worldwide economic
companies will thrive and will enjoy record sales and earnings.
more will see their stock reach new highs.
sales people will punch through last year’s “personal best” and
will continue to live the good life.
What makes some companies
successful, while others not? This:
This isn’t rocket science, but don’t be
afraid to get help if you need it. Then use your industry knowledge to
partner with clients to establish and meet attainable goals. Create entire
sales and marketing programs and train your sales and marketing people to
thrive in hard times.
What you learn is not always new, but we find
that it is often reinterpreted in new ways, which is always profitable. Focus
on the key points for you to thrive while everyone around you is struggling
just to stay afloat.
to technology selling success:
complex technology. Make it simple so sales people can explain it to mom.
structure for every sales call.
away from tech-speak and onto key fact-finding to better communicate and
the sales process toward problem solving and away from classic feature
wars, ending with greater customer benefits and, thus, higher dealer
ways to teach your staff how to overrun the competition
very sure you have a better trained sales army than they have at the
competition. We use our own exclusive “Stealth Sales Training (c)
program.” It doesn’t require us to take everyone out of the field to
- If you don’t have a better trained army,
competition will destroy you.
- But, if you do, you will destroy them, which is
always the more preferred choice.
sure you only sell the most terrific products in your market segment.
- If you don’t have the best product in your
space, strategize to find a better product.
- Or, if that isn’t an option, strategize to move
you to a more appropriate market space. Either way, you win.
- You do not always have the means to switch
products mid-cycle, but it’s a rush to find out that changing the market
focus often works better, faster and cheaper.
to your customers. You’ve heard it before, but it is still the best way to
- Sell what they need, not what you have.
- Even when you have what they need, many sales
people sell from the wrong prospective (It does this. It does that. It
does this. It does that).
- Teach your staff how to return to
“empathy” and tell what the customer needs to hear.
- Teach how to really find customer
problems and then solve them.
better, more aggressive sales people, or train existing ones to be more aggressive.
more time identifying prospects most likely to need what you have, before
you make the sales call. This saves time that would usually be wasted and
concentrates sales talent on more likely sales. We employ a unique
copyrighted process called “Prospect Profiling, (c)” which
identifies those prospects most likely to make our sales people
your sales cycle by simplifying the sales proposal process
and then standardize your proposal into a generic template that is very
customer-centric, yet quick and easy to prepare. This frees sales people
for more time prospecting for opportunities.
your sales people how to work as a team and share successes (yes, and
failures) effectively, to improve the “learning from mistakes”
yield and shorten time-to-market of new training.
sales management’s ability to fill the prospect sales funnel by combining
the best of traditional and non-traditional thinking.
“top down” aggressive management. Specialize in growing sales in
shrinking markets by keeping the energy level very high at the highest
levels of management. We never stop teaching how to aggressively improve
share of the market by the process we call “steal from the
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have a written strategy, even if you often have to change it.
has a marketing mission statement that every department can live with
(otherwise you are just kidding yourself).
every product you sell, identify target markets where your product:
- Provides exceptional value.
- Is clearly superior.
- Captures the imagination.
- Establishes an emotional connection with the customer.
branding is never about the building. It’s always about the relationship