Podcasts about salespeople

Claude Lemieux's son claims his dad relapsed into sex addiction prior to his death. Rover is shocked by the new salespeople. Old man slaps young guy in the back of the head after he didn't stand for the National Anthem. See omnystudio.com/listener for privacy information.

What does the crew do after the show? Bride's best friend died at her bachelorette party in St. Barts. Would you move your wedding date if your best friend died? Claude Lemieux's son claims his dad relapsed into sex addiction prior to his death. Rover is shocked by the new salespeople. Old man slaps young guy in the back of the head after he didn't stand for the National Anthem. Cease and desist letter prank on Duji. An 8-year-old girl is distraught after no one showed up to her birthday party. Drivers are still using a bridge in Greece that was damaged due to storms rather than using a detour. MLB Athletics player is put on the injured list after he is hit in the genitals with a baseball. Leopard in a liquor store.See omnystudio.com/listener for privacy information.

Salespeople often think the biggest obstacle to winning business is the buyer, the price or the competition. In reality, the salesperson's lack of self-awareness is often the real problem. When sellers talk too much, miss buying signals, push products that suit their own targets and fail to adapt when a conversation goes wrong, they damage trust and reduce the lifetime value of the client relationship. Why is self-awareness essential in sales? Self-awareness helps salespeople recognise when their behaviour is helping the buyer and when it is quietly destroying the opportunity. A sales conversation can go off course very quickly. The seller may dominate the discussion, miss the client's cues or continue with small talk that has already become awkward. The danger is that many salespeople do not notice the decline because they are concentrating on their own agenda. In consultative selling, the buyer's reactions are data. Facial expression, tone, hesitation, shorter answers and changes in energy all signal whether trust is strengthening or weakening. This matters especially in Japan, where buyers may avoid direct confrontation and communicate discomfort indirectly. A self-aware salesperson notices the shift, pauses and changes direction before the meeting enters a death spiral. The professional question is not, "Am I delivering my pitch?" It is, "Is this conversation creating value for the buyer?" Do now: Monitor the buyer's energy, response length and questions. When engagement drops, stop presenting and ask a useful question. What should a salesperson do when the conversation is going badly? When a sales meeting starts going wrong, the best recovery move is usually to stop talking and start asking questions. Weak sellers often react to a difficult conversation by talking faster, adding more detail and pushing harder. That is the equivalent of leaning on the shovel and digging the hole deeper. Questions give the buyer more control, reveal what has been misunderstood and allow the salesperson to regroup. Useful recovery questions include: "What would be most helpful for us to clarify?", "Have I understood your priority correctly?" and "What would a successful outcome look like for you?" The salesperson normally arrives with a selling plan, while the buyer may not yet have a clear buying plan. This creates an opportunity to guide the discussion, but guidance is not the same as domination. Strong salespeople maintain direction while remaining flexible enough to follow the client's real concerns. Do now: Prepare three recovery questions before every client meeting so you can reset the conversation without becoming defensive. Why is selling the wrong solution so damaging? Selling a product that delivers little or no return for the client may create one small sale, but it can destroy a much larger future relationship. A salesperson may feel successful after persuading a buyer to purchase a slow-moving product or a solution carrying a higher commission. Commercially, however, that first transaction can be a disaster. The buyer eventually discovers that the solution produces limited value, trust collapses and the seller's credibility disappears. In close business communities, the reputational damage can spread through referrals and informal networks. The correct measure is not the revenue from the first order but the client's lifetime value, repeat business, cross-selling potential and willingness to recommend the salesperson. A peanut-sized initial sale can become extremely expensive when it makes the seller radioactive in the market. Ethical selling and long-term profitability therefore point in the same direction: recommend what genuinely advances the client's objectives. Do now: Before proposing anything, state the client's expected return in measurable terms. If the value is unclear, keep diagnosing. How does customisation improve client value? Customising the solution around the client's objectives usually increases relevance, perceived value, satisfaction and return on investment. Off-the-shelf solutions are attractive because they are fast, familiar and operationally efficient. The problem is that the client's needs may not fit the standard package. Trying to force the buyer into the seller's preferred solution creates the classic square-peg-and-round-hole failure. Customisation does not always mean rebuilding the entire offer. It may involve changing the sequence, scope, examples, delivery format, timeline, success measures or support structure. In B2B sales, those adjustments demonstrate that the salesperson has listened carefully and understands the organisation's context. The solution should connect directly to the outcomes discussed during discovery. When that alignment is visible, the buyer can explain the investment internally, decision-makers see a clearer business case and implementation has a better chance of succeeding. Do now: Link every element of the proposal to a stated client need, business outcome or decision criterion. How do commissions and internal pressure distort sales judgement? Commission structures and management pressure can tempt salespeople to prioritise their own short-term interests over the buyer's best outcome. Sales incentives shape behaviour. When one product pays a higher commission, sellers may emphasise it even when another option is better for the client. Managers can create the same distortion by demanding that the team push the solution that benefits the company most. The salesperson may rationalise the recommendation because rapport has already been established and the buyer appears willing to trust the advice. That is precisely why the behaviour is dangerous. Trust gives the seller influence, and using that influence to foist an unsuitable solution on the buyer begins haemorrhaging credibility immediately. Sales leaders should therefore review whether compensation, product campaigns and quarterly targets reward client value or merely product movement. Sustainable sales cultures align incentives with retention, implementation success, repeat business and measurable customer outcomes. Do now: Audit your incentive plan for conflicts between what pays the salesperson and what best serves the client. What does client-centred ROI look like in practice? Client-centred selling focuses first on the buyer's return on investment, not the seller's commission, quota or internal product target. The salesperson's role is to help the client make a sound commercial decision. That means clarifying the problem, defining the desired outcome, identifying constraints and testing whether the proposed solution will produce a worthwhile return. ROI may involve revenue growth, cost reduction, risk avoidance, productivity, retention, speed, quality or strategic capability. The appropriate measure varies by industry and purchase, but the discipline remains the same. Sellers should ask how success will be measured, what happens if nothing changes and which stakeholders must see value. This approach increases trust because the buyer can see that the salesperson is willing to recommend a smaller, different or delayed solution when that is the better decision. Ironically, concentrating on the client's ROI is also the strongest route to the seller's long-term ROI. Do now: Build proposals around the buyer's success metrics and include a clear method for reviewing results after implementation. What should salespeople remember? Sales self-awareness is not a soft or optional capability. It directly affects trust, proposal quality, reputation, repeat business and client lifetime value. Strong salespeople recognise when a conversation is failing, use questions to recover, resist incentives that distort judgement and shape solutions around the buyer's objectives. The central rule is simple: make the solution fit the client rather than making the client fit the solution. Focus on the client's ROI first, and your own commercial results will become more sustainable. Quick actions for salespeople and sales leaders Notice when the buyer's engagement changes and adjust immediately. Replace excessive talking with diagnostic and recovery questions. Refuse to recommend products that do not create credible client value. Customise the solution around the buyer's objectives and constraints. Measure success through client ROI, retention and lifetime value. Author bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie One Carnegie Award (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across leadership, communication, sales and presentation programmes, including Leadership Training for Results. He has written several books, including the best-sellers Japan Business Mastery, Japan Sales Mastery and Japan Presentations Mastery, along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have also been translated into Japanese. Greg publishes daily business insights on LinkedIn, Facebook and X, hosts six weekly podcasts, and produces The Cutting Edge Japan Business Show, Japan Business Mastery and Japan's Top Business Interviews on YouTube.

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At 24, Marlyn Schiff was making beaded jewelry at her kitchen table with no business plan and nothing to lose. Today, Marlyn Schiff Jewelry is a seven-figure wholesale brand with staff who have stayed 18 years, a price point under $150 that cracked Nordstrom and Neiman Marcus, and a growth strategy built entirely on passion over pressure. For more on Marlyn Schiff and show notes click here Subscribe and watch Shopify Masters on YouTube!Sign up for your FREE Shopify Trial here.

AI isn't replacing great salespeople—it's exposing average ones. In this solo episode of Sales & Cigars, Walter Crosby explains how to use AI to improve your sales process while doubling down on trust, judgment, and authentic human connection. Episode Overview Artificial intelligence is changing sales—but not in the way most people think. In this solo episode of Sales & Cigars, Walter Crosby shares why AI isn't the threat many sales professionals believe it is. Instead of replacing great salespeople, AI is raising the standard by eliminating excuses and exposing those who rely on shortcuts instead of skill. Walter explains why trust, judgment, curiosity, and meaningful conversations remain the true competitive advantages in complex B2B sales. He also introduces the new Sales Integrator Community, a free resource created to help salespeople and sales managers continue developing their craft through coaching, practical tools, and ongoing discussions. Whether you're a salesperson worried about AI, a sales manager coaching your team, or a CEO building a sales organization, this episode offers practical advice on how to embrace technology without losing the human advantage. Episode Highlights Why AI isn't replacing salespeople—it's exposing average ones Introducing the new free Sales Integrator Community Why great salespeople don't automatically become great sales managers How AI should be used as a tool—not a replacement Why personalization isn't the same as genuine connection Building trust through conversations, not automation How AI can improve preparation, research, and consistency Why judgment is becoming one of the most valuable sales skills Coaching salespeople to make better decisions Why authentic human relationships will become even more valuable as AI evolves Key Takeaways AI raises the standard—it doesn't eliminate salespeople. The future belongs to sales professionals who learn to leverage AI while continuing to build trust and solve complex business problems. Average performers who rely on automation instead of relationships will struggle. Trust can't be automated. AI can generate emails, summarize information, and prepare research, but buyers still choose people they trust. Authentic conversations remain the foundation of complex sales. Judgment creates competitive advantage. Knowing when to ask another question, when to challenge a prospect, and how to interpret information requires experience and critical thinking that AI can't replace. AI belongs in preparation—not persuasion. Use AI to research companies, organize information, write first drafts, summarize meetings, and automate repetitive tasks so you can spend more time having meaningful conversations. More activity doesn't mean better results. AI makes it easy to send more emails and create more content, but quantity without relevance simply creates more noise in an already crowded marketplace. Managers still have to coach. Technology cannot replace coaching. Sales managers develop judgment by asking better questions, helping reps think critically, and creating opportunities for continuous improvement. Being human is becoming more valuable. As AI-generated content becomes more common, authenticity, empathy, curiosity, and genuine relationships become stronger differentiators. Who Should Listen This episode is especially valuable for: B2B sales professionals Sales managers coaching growing teams Entrepreneurs building scalable sales organizations CEOs concerned about AI's impact on revenue Salespeople looking to use AI more effectively Anyone who wants to stay competitive as sales continues to evolve Links & Resources Helix Sales Development Sales Integrator Community Claude AI Walter Crosby   The Sales Integrator Community Walter created the Sales Integrator Community exclusively for salespeople and sales managers looking to sharpen their skills and continue growing. Inside you'll find: Sales coaching insights Practical sales tools and resources Real-world strategies from over 40 years of experience Ongoing discussions and Q&A Blog content and training materials Tips shared directly from Walter's coaching sessions Free forever. The first 250 founding members receive a special Founding Member badge. Join the community here: https://helix-community.circle.so/join?invitation_token=8b6622d942c852339d856b2af3504123cf9476e2-8b78b151-d94f-46df-a26b-ec4a6df24460   Continue the Conversation How are you using AI in your sales process? Are you using it to automate busy work—or to become a better salesperson? Join the conversation inside the Sales Integrator Community and learn alongside other sales professionals committed to improving their craft.   Subscribe to Sales & Cigars Sales & Cigars is hosted by Walter Crosby, founder of Helix Sales Development. Subscribe on Apple Podcasts, Spotify, YouTube, or wherever you get your podcasts. The only smoke we blow is from cigars.

Mike talks with Peter Smith about why selling stays “Essentially Human” even as AI and short-form content reshape how people pay attention. Along the way, we pull practical lessons from stories about music, used cars, pricing, and resilience that help you sell with more clarity and less anxiety.Send us Fan Mail Send feedback or learn more about the podcast: punchmark.com/loupe Learn about Punchmark's website platform: punchmark.com Inquire about sponsoring In the Loupe and showcase your business on our next episode: podcast@punchmark.com

In this episode of the Get Out of Debt Guy podcast, Steve Rhode and Damon Day dig into one of the biggest emotional traps people face when they are drowning in debt: the idea that bankruptcy is somehow a moral failure.Steve and Damon talk about debt settlement sales tactics, why sales quotas can lead to bad advice, how shame keeps people from making smart financial decisions, and why bankruptcy may be a legal, practical, and sometimes life-changing option instead of a last-resort disaster.They also cover tax debt in bankruptcy, the danger of relying on commissioned debt relief salespeople for “advice,” and why having a strategy matters just as much as choosing between debt settlement, bankruptcy, credit counseling, or trying to pay everything back.You can find more debt help and consumer debt information at https://getoutofdebt.orgDamon Day can be reached at https://damonday.com

Your Best Customers Are Quiet-Quitting. Here's the Proof with Ethan Giffin   Find Rocky Lalvani @ www.ProfitComesFirst.com  or email  him at rocky@profitcomesfirst.com Make more, work less video: https://youtu.be/   You haven't lost the account. The customer still picks up the phone. But somewhere in the last 18 months the reorder volume dropped, and nobody flagged it because the relationship still looks fine. That's how B2B quiet quitting works. Your customers don't cancel and don't complain. They just route their consumables to whoever made buying easiest, while keeping your account open for the orders that still need a conversation. By the time it reaches your revenue line, the relationship has already moved. Ethan Giffin has spent nearly two decades inside mid-market manufacturing and distribution watching this happen. In this episode, he and Rocky break down how to find it in your own data, why most digital fixes fail before they launch, and the one alignment conversation that changes the outcome.   In This Episode: How to find B2B quiet quitting in your order data before it hits your revenue The $5 vs. $50 order-processing gap and how to calculate your exposure Why the five-team alignment failure kills most digital projects before launch The hero vs. arsonist dynamic and why your most indispensable people may protect the friction Private equity's playbook for modernizing legacy manufacturers and capturing the multiple The three-year sequence from zero to a digital channel customers actually use Why AI makes things worse without clean operational systems first   Key Takeaways: Pull your top 20 accounts and look at order frequency, not just revenue. Frequency drops first. A call center order costs about $50; a portal order about $5. Run that across your volume. Salespeople don't lose when customers self-serve. Quotas rise, territory grows. Start with the SKUs customers actually reorder, not the full catalog. Test your own buying process. You don't know how hard it is until you do.   About Ethan Giffin: Ethan Giffin is the Founder and CEO of The B2B eCommerce Agency and author of Closing the Digital Revenue Gap. Since 2007, he has worked with mid-market manufacturers and distributors across the U.S., helping executive teams find the structural leaks in their revenue, modernize how their customers buy, and build digital systems that actually get used. He also hosts The B2B eCommerce Summit, an annual gathering of operators shaping the future of B2B commerce.   Ethan's approach focuses on three things most digital projects skip: sequence, alignment, and adoption. His book and consulting work give executive teams a practical blueprint to protect margins and build buying experiences that keep customers coming back. Away from the agency, he performs as DJ Opie, producing nonprofit galas across Baltimore since the age of 16, helping charitable organizations create events that raise more money and leave a lasting impression on donors.   Links: Website: https://ethangiffin.com/   https://b2becommerceagency.com/   LinkedIn: https://www.linkedin.com/in/ethangiffin/   https://www.linkedin.com/company/b2becommerceagency/   YouTube: https://www.youtube.com/@B2BeCommerceAgency   Podcast: TheB2BeCommercePodcast  Free Copy of the book: https://b2becommerceagency.com/free-consultation/     Profit Blueprint Calculator I Profit Comes First: https://lp.profitcomesfirst.com/profitblueprintcalc-page   Watch the full episode on YouTube: https://www.youtube.com/@profitanswerman Sign up to be notified when the next cohort of the Profit First Experience Course is available! Free Copy of the Profit Blueprint Book: https://lp.profitcomesfirst.com/landing-page-page  Monthly Newsletter signup: https://lp.profitcomesfirst.com/newsletter-signup Relay Bank (affiliate link): https://relayfi.com/?referralcode=profitcomesfirst Profit Answer Man Facebook group: https://www.facebook.com/groups/profitanswerman/ My podcast about living a richer more meaningful life: http://richersoul.com/ Music provided by Junan from Junan Podcast Any financial advice is for educational purposes only and you should consult with an expert for your specific needs.     

Send us Fan MailWhat's really happening in your sales offices when you're not there? Leah Turner, national sales coach and trainer at Melinda Brody & Company, is back on the show for the 40th anniversary year of one of the most unique research studies in new home sales. In this episode, she and Anya Chrisanthon dig into the 2025 Annual Benchmark Report - and what the data reveals about where sales teams are winning and where they're still leaving sales on the table. Listen to a previous episode with Leah here: https://podcasts.apple.com/us/podcast/secrets-to-successful-realtor-engagement-with-leah/id1602564768?i=1000623849874What video mystery shopping actually looks like Shoppers walk into your sales office with a hidden camera. The full interaction is recorded, scored, and sent to the sales manager. But what makes Melinda Brody & Company different is the one-on-one call before the shop - where the shopper is briefed on the specific challenges that sales manager wants to address. It's not a gotcha. It's a baseline.The builder story gap - still Only 49% of sales associates shared the builder story in 2025. Leah says the problem isn't awareness - it's the introduction. Salespeople don't know how to bring it up naturally. Her fix: start with "Have you ever built a new home before?" and let the answer lead you in. And whatever you do - say the builder's name. One associate described the warranty, the quality, and the energy efficiency for several minutes and never once said who the builder was.The model demo jump From 84% to 95% in one year. The biggest shift Leah has seen: top producers are bypassing the sales office entirely and taking buyers straight into the model. Into the kitchen. Let them walk. Join them. The forced "sit down in the sales office first" approach was raising everyone's anxiety - including the salesperson's.Closing is not a moment - it's the whole presentation Closing sits at 52%. Leah's take: salespeople treat closing like something that happens at the end, which makes it terrifying. If you ask "what's important to you in a home, a homesite, a builder, a community?" upfront - and customize everything around those answers - the close at the end is just a natural next step. You've earned the right to ask.The buyers walking in today are already qualified Buyers use technology to disqualify. If they made it through the research phase and walked into your sales office, they are interested. They are a hot lead. As Leah puts it - they're more like a B-back than a first-time visitor. Treat them that way.Follow-up jumped from 51% to 67% Technology and CRMs are helping. But Leah's warning: generic follow-up is worse than no follow-up. If your message is "thanks for coming out, call me if you have questions" - don't bother. Make it specific. Make it memorable. Reference something real from the presentation. Better yet - shoot a 30-second video of yourself.The cringiest things caught on camera Smoking cigarettes on the home site. Painting fingernails. Eating lunch. Not standing up when a prospect walks in. And the shift Leah has seen over the last ten years: top performers now ask to be video shopped. They want to see themselves. They want to improve.Connect with Leah: leah.turner@melindabrody.com Connect with Ben Marks: ben.marks@melindabrody.com Melinda Brody & Company on LinkedIn and FacebookAbout Anewgo Anewgo is an all-in-one new home sales and marketing platform. We equip builders with AI-ready homebuilder websites, interactive design tools, floorplans, sitemaps, AI Sales Assistants, and data analytics to create personalized buyer journeys. Learn more at anewgo.com or find every episode at anewgo.com/podcast.Listen on Apple Podcasts: https://podcasts.apple.com/us/podcast/anewgo-of-new-home-sales/id1602564768

Salespeople in Japan often face a delicate balancing act. Push too little and they become passive farmers who protect the client but fail to grow the business. Push too hard and they risk looking aggressive, annoying, or culturally tone-deaf. The real answer sits in the middle: become a trusted partner who helps the buyer succeed while still representing your own company's commercial interests. In Japan, professional selling is not about being timid. It is about being appropriately persistent, value-focused, and visibly committed to helping the client improve. When is sales persistence too much in Japan? Sales persistence becomes too much in Japan when the buyer feels pressured, disrespected, or treated like a target rather than a partner. The goal is not to copy an American-style hard sell; the goal is to build trust while still moving the business forward. Japanese buyers often value patience, relationship continuity, risk reduction, and internal consensus. That does not mean salespeople should collapse at the first sign of hesitation. It means they need to read the room, ask better questions, and keep the conversation focused on value. In B2B sales, professional services, training, technology, and recruitment, the best salesperson is not passive and not pushy. They are persistent with purpose. Do now: Push for clarity, not pressure. Keep advancing the conversation, but make every follow-up useful to the buyer. Why are some Japanese sales teams too passive? Many Japanese sales teams become too passive because they prioritise keeping the buyer happy over creating value for both sides. They are good farmers, but weak hunters. Clients often tell sales leaders that their teams bend over backwards for customers and behave almost as if they work for the buyer. That sounds noble, but it can damage revenue, margins, account growth, and new business development. Farming existing accounts matters, but hunting for new buyers and expanding current relationships matter too. Post-pandemic Japan has made prospecting harder, with fewer spontaneous networking opportunities and more digital gatekeeping. Passive salespeople cannot simply wait for the phone to ring. Do now: Train salespeople to protect relationships while still asking for introductions, proposing next steps, and expanding the account. Why is discounting dangerous in Japanese sales? Discounting is dangerous in Japanese sales because a low opening price often becomes the ceiling, not the floor.Once buyers secure a discount, they may expect that price as the new baseline. Weak salespeople discount because they cannot explain value. They would rather win the client at a painful price than risk losing the deal and having to find a new buyer. The problem is that Japan's B2B buyers, procurement teams, and corporate decision-makers remember concessions. A "special one-time price" may not be treated as special next time. It becomes the anchor for future negotiations. Australian, American, and European suppliers entering Japan often make this mistake by offering their "best price" too early and then spending the rest of the negotiation defending it. Do now: Sell value before price. Explain outcomes, risk reduction, implementation support, and long-term impact before discussing concessions. How should salespeople network without damaging their reputation? Salespeople should network with energy and discipline, but never with desperation, deception, or disrespect. In Japan's close business community, especially among foreign executives in Tokyo, reputation travels fast. Networking at chambers of commerce, industry associations, embassy events, trade groups, and professional gatherings can produce valuable leads. It can also produce bruising moments. Some people reject business cards, complain about follow-up emails, or accuse active networkers of being too visible. Salespeople need thick skin. Most critics are not responsible for finding new clients and may not understand how difficult prospecting really is. Still, there is a line. Integrity, relevance, and respect must guide every approach. Do now: Network consistently, but make it buyer-centred. Follow up with relevance, not spam. Be memorable for value, not volume. Should sales leaders personally prospect? Sales leaders should personally prospect because they cannot credibly demand hunting behaviour from their team if they refuse to do it themselves. Leading from the front builds trust, accountability, and standards. A sales leader who attends events, starts conversations, asks for meetings, follows up, and handles rejection demonstrates the behaviour expected from the team. This matters in Japan, where hierarchy and role modelling influence organisational behaviour. If the boss hides behind dashboards and only lectures the sales team about pipeline, credibility collapses. When the leader shows grit, the team has fewer excuses. Prospecting is hard. Rejection stings. But nothing happens until someone sells something. Do now: Model the behaviour. Make calls, attend events, ask for introductions, and show your team what professional persistence looks like. How can salespeople protect the brand while being persistent? Salespeople protect the brand by operating with integrity, helping clients succeed, and avoiding patterns of behaviour that many people would describe as aggressive or annoying. One critic is noise; repeated complaints are a warning signal. In Japan, bad news moves quickly. Among multinational executives in Tokyo, the community can feel like a small village. A damaged reputation can follow a person, company, or sales team for years. That is why persistence must be anchored in values. If the market sees you as passionate, helpful, and commercially serious, occasional criticism will bounce off. If many people describe you as pushy, rude, or unreasonable, the brand has a problem. The difference is intent and behaviour. Do now: Track market feedback. Stay bold, but watch for repeated complaints about tone, pressure, or follow-up frequency. Conclusion: what is the right level of sales pressure? The right level of sales pressure in Japan is professional persistence built on trust. Too little pressure produces passive account managers who avoid difficult conversations, discount too quickly, and fail to grow business. Too much pressure damages the relationship, reputation, and brand. The sweet spot is disciplined, value-based selling. Salespeople should be proud to hunt for new buyers, expand existing accounts, and keep the wheels of industry turning. The key is to do it with integrity. Help the buyer succeed, protect your company's commercial interests, and keep showing up. Critics will always exist. Clients who value your work are the audience that matters most. FAQs Is hard selling effective in Japan? Hard selling is rarely effective in Japan because it can damage trust and create resistance. Japanese buyers usually prefer professional persistence, clear value, patience, and relationship-building. Are Japanese salespeople too passive? Some salespeople in Japan can become too passive when they over-focus on keeping the client happy. Good salespeople protect the relationship while still asking for growth, next steps, and decisions. Why should salespeople avoid heavy discounting? Heavy discounting weakens value perception and can reset the buyer's expected price permanently. In Japan, a low price can become the ceiling for future negotiations. How do I know if my prospecting is too aggressive? Your prospecting may be too aggressive if multiple people complain about your tone, frequency, or lack of relevance. One critic may not matter; repeated feedback deserves attention. What should sales leaders do to encourage hunting? Sales leaders should model hunting behaviour themselves. Attend events, prospect visibly, follow up professionally, and show the team how to be persistent without being pushy. Author bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" and recipient of the Griffith University Business School Outstanding Alumnus Award. As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across leadership, communication, sales, and presentation programmes, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō（ザ営業）, Purezen no Tatsujin（プレゼンの達人）, Torēningu de Okane o Muda ni Suru no wa Yamemashō（トレーニングでお金を無駄にするのはやめましょう）, and Gendaiban "Hito o Ugokasu" Rīdā（現代版「人を動かす」リーダー）. Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, followed by executives seeking success strategies in Japan.

Summary In this episode, Chad Burmeister interviews David Kilzer, an engineer with 50 years of experience in automating operations. They discuss the transformative impact of AI on sales and customer experience, the misconceptions surrounding AI, and the ethical considerations that come with its implementation. David emphasizes the importance of an open mindset for leveraging AI effectively and shares insights on the future of AI in various industries. The conversation also touches on the skills needed to thrive in an AI-driven world and concludes with David's work in helping engineers and salespeople collaborate on innovative solutions. Takeaways AI enhances the customer experience by enabling detailed research before conversations. Salespeople must value the time of their clients and present solutions effectively. AI levels the playing field for smaller firms against larger consulting firms. Humans possess the unique ability to imagine beyond AI's capabilities. Misconceptions about AI taking jobs stem from a lack of understanding of its role. AI can help automate dangerous and dull jobs, enhancing productivity. The future of AI is optimistic, with potential improvements in quality of life. Different AI tools excel in various areas, necessitating a tailored approach. Ethical considerations in AI require transparency in decision-making processes. An open mindset is crucial for leveraging AI to its fullest potential. Chapters 00:00 Introduction to AI in Sales and Engineering 02:16 AI Transforming Customer Experience 08:59 The Future of AI in Business 10:40 Misconceptions About AI 13:55 AI's Impact on Workforce Dynamics 17:37 Emerging AI Technologies 20:21 Ethical Considerations in AI 23:50 Skill Sets for the Future of Work The AI for Sales Podcast is brought to you by BDR.ai, Nooks.ai, and ZoomInfo—the go-to-market intelligence platform that accelerates revenue growth. Skip the forms and website hunting—Chad will connect you directly with the right person at any of these companies.

In this episode, Scott Becker shares a humorous story about feeling overlooked at a spine conference.

In this episode, Scott Becker shares a humorous story about feeling overlooked at a spine conference.

Sales in Japan becomes much simpler when salespeople understand one core job: bridge the gap between value and cost. Too many salespeople meet a lead, get the appointment, explain the service, submit the quote and then collapse the moment the buyer says, "too expensive". That is not selling. That is price delivery with a business card. In Japan's B2B market, where trust, rapport, needs analysis and careful follow-up matter enormously, salespeople need a repeatable process. They must prepare for the meeting, build trust, ask strong questions, explain value clearly, handle objections professionally and aim for the reorder, not just the first order. Why do salespeople in Japan need a clear sales process? Salespeople in Japan need a clear sales process because trust, value and timing must be built before the buyer sees the price as reasonable. Without a process, salespeople become quote-submitters rather than trusted advisors. A weak salesperson contacts a lead, secures a meeting, explains the service and submits a price. A stronger salesperson prepares with the reorder in mind. In Japanese B2B sales, especially in professional services, training, manufacturing, technology and consulting, the first sale is only the beginning. The real objective is a long-term relationship. That requires rapport, diagnosis, tailored solutions and follow-up. If salespeople skip those steps, the buyer compares price without understanding value. Do now: Map your sales process from lead contact to reorder, not just from appointment to quotation. How should salespeople prepare before meeting a client? Salespeople should prepare by clarifying the buyer's likely needs, decision process, risks and long-term potential before the meeting starts. Preparation gives the salesperson control and purpose. The goal is not merely to show up and talk. The goal is to understand enough to ask intelligent questions. In Japan, where buyers may be cautious, consensus-oriented and reluctant to reveal concerns too early, preparation matters even more. Salespeople should research the company, industry pressures, possible budget timing, competing priorities and decision influencers. Whether selling in Tokyo, Osaka, Nagoya or Fukuoka, preparation helps the salesperson avoid generic explanations and create relevance. Do now: Before every meeting, write the client's likely business problem, buying process and possible objections. Why is rapport important in Japanese sales? Rapport is important because Japanese buyers rarely buy from people they do not trust. A salesperson who rushes into the pitch before building credibility makes the sale harder. Trust does not mean small talk for the sake of small talk. It means showing respect, listening carefully, understanding the client's world and demonstrating that the salesperson is not there merely to push a product. In Japan, relationship quality can influence whether the buyer shares real concerns or hides them behind polite language. Rapport opens the door to better discovery. Without it, the salesperson receives surface-level answers and then wonders why the deal stalls. Do now: Build trust before presenting. Ask thoughtful questions and show genuine interest in the client's situation. What questions should salespeople ask before presenting a solution? Salespeople should ask well-designed questions that reveal needs, priorities, constraints and the real buying motive. The presentation should come after discovery, not before it. Too many salespeople explain their service before they understand the buyer. That is backwards. Strong questions uncover the client's pain, desired result, urgency, stakeholders, budget timing and success criteria. In B2B sales, the most important issue may not be price. It may be internal competition for budget, timing, risk, volume of cash, lack of clarity or insufficient perceived value. The salesperson must find the highest-priority concern before recommending anything. Do now: Ask enough questions to know whether you can help, how you can help and what the buyer must believe to proceed. How should salespeople respond when buyers say "too expensive"? Salespeople should not immediately discount when buyers say "too expensive"; they should ask, "Why do you say that?" The price objection may be real, tactical, temporary or a sign that value is unclear. Dropping the price by 20% as a first response is an expensive habit. If five salespeople in a team all do that, the company is bleeding margin. The buyer may be negotiating for sport, testing flexibility, dealing with budget timing or comparing against an internal project. They may also simply not understand the value yet. In Japan, where buyers may avoid direct confrontation, "too expensive" can mean several things. The salesperson must diagnose before reacting. Do now: Protect margin. Ask the follow-up question before offering any discount. How can sales managers know what their team is really doing? Sales managers must inspect the actual sales behaviour of their team, not assume years of experience equal skill.Seven years in sales may be one year of weak habits repeated seven times. Managers should listen to how salespeople explain value, ask questions, handle objections and protect pricing. Role plays, call reviews, joint visits and training sessions reveal the truth. In Japan, many salespeople have never mastered a professional objection-handling process. They may be polite, diligent and active, but still commercially weak. If managers do not check, discounting becomes invisible and expensive. The team may be winning orders while quietly destroying profitability. Do now: Audit your sales team's process, especially how they respond to price pushback. Final Summary Sales in Japan is not complicated, but it does require discipline. The salesperson must prepare, build rapport, ask excellent questions, confirm whether they can help, explain the value, handle concerns and then ask for the order. Most importantly, the goal should be the reorder, not just the first sale. The dangerous moment comes when the buyer says, "too expensive". Salespeople who instantly drop the price train buyers to negotiate and train the company to lose margin. Sales managers need to know what is really happening in the field. Do not assume your team has a process. Check it, coach it and make value stronger than price. Author Bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー). Greg also publishes daily business insights on LinkedIn, Facebook and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, which are widely followed by executives seeking success strategies in Japan.

In this episode of Sales & Cigars, Walter Crosby sits down with Reed Nyffeler to talk about entrepreneurship, leadership, discipline, and what it takes to build opportunity for the next generation. Reed shares how entrepreneurship runs through his family history—from his great-great-grandfather immigrating to America and farming land in Nebraska, to his own early experiences selling gum in school and building lofts for college dorm rooms. The conversation explores why entrepreneurs are essential to the American economy, why self-discipline matters more than ideas, and why the next generation needs new models of ownership that match how they want to work and live. Reed also breaks down his approach to franchising, leadership development, and identifying the people who have the language, focus, and courage to become successful entrepreneurs.   Episode Highlights Why entrepreneurship is deeply connected to America's growth Reed's family history of immigration, farming, ownership, and opportunity The early lessons Reed learned from selling gum and building dorm lofts Why owning your job comes before owning a business How coming alongside an owner teaches entrepreneurial thinking Why the next generation wants autonomy before opportunity Reed's vision for building app-driven franchise opportunities Why fear and lack of focus are the two biggest threats to entrepreneurs How language reveals whether someone is ready to own a business Why small bets matter before taking big risks   Key Themes & Takeaways Entrepreneurship starts with ownership. Before someone owns a company, they need to learn how to own their work. Value gets noticed. When people create value, the right leaders recognize it and reward it. Autonomy is changing entrepreneurship. Younger generations want control over how, where, and when they work. Fear and focus determine success. Entrepreneurs either get stuck because they are too afraid to move forward, or because they cannot focus long enough to win. Language reveals mindset. How people talk about responsibility, blame, and opportunity often reveals whether they are ready to lead. Risk should be calculated. Entrepreneurs do not avoid risk. They make smaller bets first and learn before firing the cannonball. Letting people go can create opportunity. Keeping the wrong person in a role can hold back both the company and the person who could thrive somewhere else.   Who Should Listen This episode is especially valuable for: Entrepreneurs thinking about the next generation of ownership Young professionals who want to build something of their own Business owners hiring or developing future leaders Franchise leaders looking for better ways to evaluate candidates Salespeople who want to think more like owners Anyone interested in discipline, risk, and entrepreneurial growth   Links & Resources The Next in Leadership https://thenextinleadership.com Reed Nyffeler Transform Through Purpose by Reed Nyffeler Lead Exponentially by Reed Nyffeler   Continue the Conversation If this episode made you think differently about ownership, discipline, sales, or what it really takes to build something, join the Sales Integrator Community. It's built exclusively for salespeople and sales managers who are looking for an edge—and for professionals who want support getting their questions answered by someone who has learned the hard way over 40 years. Free forever. Special founding member badges are available for the first 250 members. Join here: https://helix-community.circle.so/join?invitation_token=8b6622d942c852339d856b2af3504123cf9476e2-8b78b151-d94f-46df-a26b-ec4a6df24460   Subscribe & Follow Sales & Cigars is hosted by Walter Crosby of Helix Sales Development. The only smoke we blow is from cigars. Subscribe on Apple Podcasts, Spotify, YouTube, or wherever you listen.

Many companies complain that their salespeople cannot sell, but the real problem is often poor sales management, weak onboarding, unrealistic targets, and almost no proper coaching. In Japan, where hiring English-speaking, globally minded salespeople has become harder, wasting sales talent is not just inefficient. It is expensive, avoidable, and strategically dangerous. Salespeople do not magically become productive. They need realistic targets, consistent sales training, active coaching, and managers who know how to build capability rather than just demand numbers. Why do companies waste salespeople? Companies waste salespeople when they hire them, pressure them, under-train them, and then blame them when they fail. The salesperson may look useless, but the system around them may be the real culprit. In industries such as recruitment, real estate, insurance, technology, and professional services, the "up or out" mentality is common. Throw enough people into the machine, set high targets, and keep the few who survive. That approach may have worked when there were plenty of candidates available, but Japan's labour market is tighter, younger talent is scarcer, and bilingual salespeople are harder to find. As of the post-pandemic period, companies cannot afford to treat salespeople like disposable parts. They need a development model, not a meat grinder. Do now: Audit your sales exits. Before calling people failures, check whether onboarding, coaching, target-setting, and manager support failed first. Why is hiring salespeople in Japan becoming harder? Hiring salespeople in Japan is harder because the supply of internationally exposed, English-speaking young talent has shrunk and domestic Japanese firms now compete for the same people. Multinationals no longer have the bilingual talent field to themselves. Japanese students studying overseas, especially in the United States, declined significantly from earlier peaks, and COVID-19 disrupted international mobility even further. The pattern also changed: fewer students completed long, four-year immersion experiences, while more chose shorter overseas programmes. That matters because multinational firms in Japan often seek candidates who can speak English, understand Western business culture, and operate confidently across borders. Meanwhile, Japanese domestic companies have become more attractive and more aggressive in hiring these same people. So, if you want a bilingual salesperson in Tokyo, Osaka, Nagoya, or Fukuoka, brace for impact. Do now: Stop assuming talent is plentiful. Build a sales development engine that turns promising people into productive producers. What is broken about sales training in Japanese companies? Sales training in many Japanese companies is broken because On-the-Job Training exists in name, but not in real coaching practice. The company may believe development is happening, while the salesperson receives little meaningful guidance. The old OJT model relied on bosses having time to observe, coach, correct, and demonstrate. Today, many sales managers are drowning in email, meetings, CRM updates, forecasting, internal reporting, and their own player-manager targets. Coaching gets squeezed out. Nobody wants to admit that reality, so the organisation maintains a tatemae — the polite surface story — that young salespeople are being trained. Meanwhile, the honne — the actual truth — is that they are often left to struggle alone. In sales, that gap becomes missed revenue, low morale, and higher turnover. Do now: Measure actual coaching hours, not training slogans. If managers are not coaching weekly, the OJT system is probably fiction. How should sales targets be set fairly? Sales targets should be set using evidence, tenure, sales cycle length, market conditions, and comparable performance data — not numbers pulled out of the ether. Unrealistic targets crush confidence and accelerate resignations. A first-year salesperson, a veteran account manager, and a newly hired bilingual sales rep cannot be judged by the same blunt target logic. Leaders need a "Day One" view: when did the person start, what pipeline stage are they at, what territory did they inherit, and how are they performing compared with colleagues at the same stage? This approach is far more scientific than the wet-finger-in-the-air method. In Japan, where trust-building and decision cycles can be slower, target-setting must reflect reality. Pressure matters, but fantasy numbers create despair, not performance. Do now: Build a Ground Zero-style performance tracker. Compare people by stage, role, market, and ramp-up time before setting targets. Why does regular sales training improve revenue quickly? Regular sales training improves revenue quickly because sales is one of the few training areas where better behaviour can directly affect pipeline, conversion, deal size, and repeat business. When salespeople ask better questions, handle objections better, and follow a better process, results can move fast. Even experienced salespeople collect bad habits like barnacles on an oil tanker. They cut corners, talk too much, skip discovery, rush proposals, forget follow-up discipline, or assume they know what the customer wants. New salespeople need core skills; veterans need recalibration. In Japan, where buyers value trust, detail, patience, and relationship continuity, weak sales habits are especially costly. Training should not be a one-off event. It should be repeated, observed, coached, and reinforced in the field. Do now: Train regularly, then coach application. Knowledge in a classroom is not enough; changed behaviour in front of clients is the point. Why don't more companies train their salespeople properly? Many companies avoid proper sales training because sales managers fear exposure, Learning and Development teams protect their turf, and leaders underestimate the cost of mediocre training. The result is false economy. Sales managers may resist external training because they are supposed to be developing their people already. Admitting the need for help can feel like admitting failure. Some Learning and Development teams prefer to run training internally to justify their role or save budget. The problem is that bad training, generic training, or mediocre training is expensive because it fails to change behaviour. The bigger cost sits elsewhere: lost deals, wasted salaries, low productivity, recruitment fees, management time, and damaged morale. Training looks expensive only when leaders ignore the cost of not training. Do now: Calculate the real cost of sales turnover and underperformance. Then compare that number with the cost of serious training. Conclusion: how do leaders stop wasting salespeople? The answer is not rocket science: train them. Japan's shrinking bilingual talent pool, tougher hiring market, and weakening OJT habits mean companies cannot afford to burn through salespeople and pretend the problem is individual weakness. Some people may not be suited to sales, certainly. But many so-called "rejects" have simply been failed by poor systems, absent coaching, and fantasy targets. Leaders who rescue these salespeople, give them proper tools, set realistic expectations, and coach them consistently can build a serious competitive advantage. While rivals keep firing, replacing, and complaining, disciplined companies can train, retain, and win. FAQs Are bad salespeople always the real problem? No, poor sales performance often reflects weak management, poor onboarding, unrealistic targets, or lack of training. Leaders should examine the system before blaming the individual salesperson. Why is recruiting bilingual salespeople in Japan difficult? Recruiting bilingual salespeople in Japan is difficult because internationally exposed talent is scarcer and domestic firms now compete strongly for those candidates. Multinationals need to invest more seriously in development and retention. Does OJT still work for sales training? OJT only works when managers actually coach, observe, correct, and reinforce skills. If managers are too busy to coach, OJT becomes a slogan rather than a development method. How often should salespeople receive training? Salespeople should receive regular training and ongoing coaching, not a one-off workshop. New salespeople need fundamentals, while veterans need refreshers to remove bad habits. What is the fastest way to stop wasting sales talent? The fastest way is to combine realistic targets, structured training, weekly coaching, and better manager accountability. This gives salespeople a fair chance to become productive. Author bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" and recipient of the Griffith University Business School Outstanding Alumnus Award. As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across leadership, communication, sales, and presentation programmes, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō（ザ営業）, Purezen no Tatsujin（プレゼンの達人）, Torēningu de Okane o Muda ni Suru no wa Yamemashō（トレーニングでお金を無駄にするのはやめましょう）, and Gendaiban "Hito o Ugokasu" Rīdā（現代版「人を動かす」リーダー）. Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, followed by executives seeking success strategies in Japan.

Host Alyson Stanfield makes the case that your best salespeople are already in your life, just waiting to be asked to help. This episode isn't just for artists with collectors. If anyone has ever responded enthusiastically to your work, it applies to you. Alyson reveals: Who counts as a potential advocate Why these people genuinely want to help Why the relationship has to come first How to make it easy with tools whether they are tangible, in-person events, or digital tools When and how to make the ask, and what it doesn't look like If the follow-up is a weak link for you, join Alyson for Follow Up Already: Don't Let Good Opportunities Go Cold. Read more, get links, and see featured artists on the companion post. Email me to discuss strategic consulting for your long-term career goals. Think you'd make a good guest on The Art Biz? Read This The Art Biz is recorded on the traditional land of the Cheyenne, Arapaho and Ute tribes.  

Here is a FAQ Video on the Courses: https://youtu.be/0F7imrzjXWs Here is a deep dive into which course is best for you: https://youtu.be/JM_jgS8M-iU https://www.b2bRevenue.com - Get Your Free E-Book on How Companies make Decisions. FAQ: 1 YEAR ACCESS, PAY MONTHLY OR ANNUALLY NOT A SUBSCRIPTION OFFICE HOURS EVERY  OTHER WEEK VIA ZOOM. 1 HOUR GROUP Q&A. UNLIMITED 1-ON-1'S  ARE FREE AS LONG AS THEY CAN BE SHARED IN THE COURSE. 1-ON-1 ARE FULL ACCESS ON DAY ONE - NOTHING IS GATED OR TIME RELEASED. ALL CONTENT IS VIDEO BASED AND SELF PACED I RECOMMEND TAKE COURSE ONCE WITHOUT NOTES OR APPLYING IT SO YOU UNDERSTAND THE BIG PICTURE FIRST. THEN TAKE AND APPLY IT STEP BY STEP. YOU START WHEN YOU WANT AND GO AS FAST OR SLOW AS NEEDED.   Email me additional questions: briangburns@me.com     — SAMPLE EMAIL TO EXPENSE THE COURSE MGR,   I have been listening to the brutal truth about sales podcast for X months and it speaks to the issues we face.   They currently offer a course that includes video instruction, group Q&A and One-on-One coaching. I'm committed to my own personal development and would like your help in expensing the course.   It would pay for itself if I closed only one new deal of $X value.   Please let me know by Friday if I can move forward with this 1 year course.   Thanks, ME Here are some student interviews from the courses:      ———————————————————————————————————— Audible 30 day Free Trial: http://www.audibletrial.com/BrutalTruth  

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Japanese buyers love data, detail, statistics, proof, and supporting documents. That does not mean salespeople should dump every catalogue, flyer, product sheet, technical specification, and proposal appendix onto the table at the start of the meeting. In Japan, the smartest sales approach is to bring plenty of information, but control when and how the buyer sees it. The supporting documents should support the sale. They should not become the sale. Why do Japanese buyers want so much data in sales meetings? Japanese buyers often want extensive data because detail reduces risk and helps them avoid making a mistake. In Japan, information, evidence, precedent, and documentation give buyers the confidence to move from interest to internal approval. This love of detail appears everywhere in Japan, from railway announcements warning passengers about the exact gap between the platform and train, to tourist sites packed with historical notes, measurements, and explanations. In business, the same instinct shows up in procurement, B2B sales, manufacturing, training, technology, and professional services. Japanese companies often analyse deeply before deciding, especially when multiple departments and senior stakeholders are involved. Western firms may call this "paralysis by analysis," but in Japan it is often a risk-management process. Do now: Bring data, proof, case studies, and product details, but remember that information reassures the buyer; it does not replace the value conversation. Should salespeople show catalogues and flyers immediately? Salespeople should not show catalogues, flyers, or technical documents too early because the buyer may disappear into the details before the real needs are clear. The sales meeting can quickly become a document-reading session instead of a business conversation. In Japan, the magnetic pull of detailed materials is powerful. Put a thick catalogue on the table and many buyers will naturally want to inspect the minutiae. That feels useful, but it can derail the meeting. Before opening the product sheet, the salesperson must uncover the buyer's situation, priorities, problems, budget pressures, decision process, and desired outcomes. The catalogue belongs in the bag or on the chair beside you until the right moment. This is especially important in B2B sales, where the buyer's problem may be strategic rather than product-specific. Do now: Keep materials ready but out of sight. Diagnose first, then reveal only the pages that connect directly to the buyer's need. How should sales documents be structured for Japanese buyers? Sales documents for Japanese buyers should work at two levels: a simple executive summary and deeper technical detail. Busy decision-makers need the key points quickly, while specialists may later want the full data set. A strong flyer, proposal, product sheet, or sales deck should separate the "big picture" from the "deep dive." The first level explains benefits, business outcomes, implementation value, cost impact, time savings, risk reduction, or customer experience improvement. The second level provides specifications, process details, compliance points, comparison tables, charts, or supporting evidence. This matters in Japan because a single meeting may involve procurement, users, technical staff, senior managers, and administrative people. Each person may need a different level of proof. Do now: Design every document with a clear top layer and a detailed bottom layer. Let executives see value fast and let specialists review the entrails later. Why does data alone not sell in Japan? Data alone does not sell in Japan because buyers purchase benefits, results, trust, and risk reduction — not raw information. Statistics explain the value, but they do not create the value. A salesperson can bring pages of metrics, technical specifications, diagrams, testimonials, and comparison charts and still lose the deal. Why? Because the buyer needs to understand how those facts apply to their situation. A Japanese executive does not want random detail. They want relevant detail. They want to know whether the solution will help their team, avoid embarrassment, satisfy internal stakeholders, improve performance, and justify the decision later. The job of the salesperson is to translate data into outcomes. Do now: Never confuse evidence with persuasion. Use data to prove the benefit, not to bury the buyer in disconnected facts. How can salespeople control attention during document review? Salespeople should guide the buyer's attention through the document instead of handing it over and hoping they read the right part. Control the visual field and direct the conversation. In an in-person meeting, turn the document around to face the buyer and use a pen to indicate the specific paragraph, chart, diagram, number, or comparison you want them to see. In an online meeting, share the screen and use annotation tools, highlights, arrows, or cursor movement to focus attention. This is not manipulation. It is professional guidance. Buyers are busy, and sales meetings have limited time. If you let them roam freely through an ocean of data, they may focus on a minor point and miss the reason to buy. Do now: Point, guide, annotate, and explain. Make the key evidence easy to see and impossible to miss. What should happen after the first sales meeting? Salespeople should secure the next meeting before leaving the first one, especially when a proposal or deeper documentation will follow. Do not rely on vague follow-up promises. In Japan, buyers are busy, internal consultation takes time, and sellers can easily get ghosted if the next step is not locked in. If the first meeting reveals a genuine need, schedule the proposal discussion immediately. Put a day and time in the calendar before everyone leaves the room or closes the online meeting. This keeps momentum alive and shows professionalism. The proposal can then connect the buyer's needs to the correct supporting documents, proof points, benefits, and implementation plan. Do now: Before the meeting ends, book the follow-up. The next appointment turns interest into a structured sales process. Conclusion: how good are your supporting documents to drive the sale? Supporting documents matter in Japan because Japanese buyers value detail, data, facts, statistics, and evidence. But the salesperson remains the central driver of the sale. The catalogue, flyer, proposal, slide deck, product sheet, and technical appendix are not the hero. They are support actors. The winning formula is simple: bring the information, hide it until needed, diagnose the buyer's real issues, reveal the right section at the right time, and connect every fact to a business benefit. In Japanese sales, the best documents do not overwhelm the buyer. They help the salesperson guide the buyer toward confidence. Meta description: Learn how to use sales documents, catalogues, flyers, data, and proposals effectively with Japanese buyers without losing control of the meeting. Keywords: sales documents Japan, Japanese buyers data, B2B sales Japan, sales catalogues, proposal follow-up FAQs Do Japanese buyers expect detailed supporting documents? Yes, Japanese buyers often expect detailed supporting documents because data helps reduce decision risk. Bring product information, specifications, proof, and case examples, but reveal them selectively. Should I put my catalogue on the table at the start? No, keep the catalogue ready but out of sight until you understand the buyer's needs. If the buyer starts reading too early, the sales conversation can lose direction. What is the best sales document format for Japan? The best format combines a concise executive summary with detailed backup information. This allows senior leaders, procurement staff, users, and technical specialists to each find what they need. How do I stop the buyer from focusing on the wrong detail? Guide their attention with a pen, screen annotation, or clear verbal direction. Show the exact section that matters and explain how it connects to their business problem. Why should I book the next meeting immediately? Booking the next meeting prevents momentum from disappearing after the first discussion. It also gives the proposal a clear destination and keeps the buying process alive. Author bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" and recipient of the Griffith University Business School Outstanding Alumnus Award. As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across leadership, communication, sales, and presentation programmes, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō（ザ営業）, Purezen no Tatsujin（プレゼンの達人）, Torēningu de Okane o Muda ni Suru no wa Yamemashō（トレーニングでお金を無駄にするのはやめましょう）, and Gendaiban "Hito o Ugokasu" Rīdā（現代版「人を動かす」リーダー）. Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, followed by executives seeking success strategies in Japan.

In Episode 352 of The Business Development Podcast, Kelly Kennedy sits down with Rob Durant, CEO of U.S. Operations for the Institute of Sales Professionals, founder of Flywheel Results, and author of The Social Enablement Blueprint. What follows is a powerful conversation that challenges everything most people think they know about sales. Rob shares his unexpected journey from customer service to sales leadership and explains why the best salespeople are not focused on convincing, pressuring, or closing. Instead, they focus on understanding problems, building trust, and helping people make informed decisions. Together, Kelly and Rob explore why so many entrepreneurs struggle to sell their own products and services, how personal beliefs often get in the way of growth, and why asking for the sale is often the most helpful thing you can do.The conversation also dives into relationship building, personal branding, social enablement, and the future of sales in an increasingly digital world. Rob explains why success is not about what you know or even who you know, but who knows you for what you know. From LinkedIn strategy and networking to sales ethics and long-term business development, this episode is packed with practical insights for entrepreneurs, sales professionals, and business leaders looking to build meaningful connections and create sustainable growth. If you want to become the person people think of first when they need help, this is an episode you won't want to miss.Connect with Rob DurantRob Durant is the CEO of U.S. Operations for the Institute of Sales Professionals, founder of Flywheel Results, author of The Social Enablement Blueprint, and a passionate advocate for ethical, relationship-driven sales.

Wondering if you should fire a salesperson? Use this episode to make some decisions: Coach or Fire? For Sales Managers and Salespeople. Sales managers can use this to make some decisions on how their team is doing. Salespeople can use this to learn what the indicators are and improve what might get them fired.

Doing business in Japan often confuses Western executives because silence, patience, and slow decision-making can look like hesitation. In reality, these behaviours are often signs of seriousness, hierarchy, risk management, and long-term partnership thinking. For salespeople, founders, country managers, and B2B leaders, understanding silence in Japanese business meetings can be the difference between building trust and blowing the deal. Why is silence important in Japanese business meetings? Silence in Japanese business meetings usually signals thoughtfulness, caution, and respect, not rejection or incompetence. Western leaders often misread silence as a communication breakdown, while Japanese executives may see it as the necessary space for a proper answer. In the United States, Australia, and much of Europe, quick answers often indicate confidence, intelligence, and executive presence. In Japan, especially in traditional companies, conglomerates, banks, manufacturers, and B2B firms, the wrong quick answer can create risk. The person speaking may need to consider hierarchy, internal responsibilities, face, precedent, and whether another division should answer. A rushed response can look careless. Silence gives the group time to protect the relationship and avoid unnecessary embarrassment. Do now: When Japanese buyers pause, stop talking. Let the silence work. Your patience communicates maturity, respect, and partnership intent. Why do Western salespeople struggle with Japan's slower pace? Western salespeople often struggle in Japan because they are trained to chase speed, while Japanese buyers are often trained to protect trust, consensus, and long-term value. The Western instinct is to move fast; the Japanese instinct is to reduce risk. A foreign salesperson may arrive in Tokyo needing a signed deal, a pipeline update, or a win for headquarters. The Japanese side may see the first meeting as merely the beginning of a relationship. This is where many sales approaches fail. Japan rewards repeated visits, careful listening, internal alignment, and evidence of commitment. Instead of thinking, "How do I close this sale?", leaders should ask, "How do I earn re-orders for the next decade?" That shift changes everything: travel costs, time investment, follow-up meetings, and patience all become part of customer lifetime value. Do now: Stop selling for the first order. Build the relationship so the second, third, and tenth orders become possible. How does Japanese decision-making differ from Western decision-making? Japanese decision-making is usually more collective, precedent-based, and risk-conscious than Western decision-making. In many Western firms, one powerful decision-maker can say yes; in Japan, the answer often emerges through group alignment. This matters in meetings. A Western executive may look across the table and wonder, "Who is the real decision-maker?" In many Japanese companies, particularly established corporations, the better question is, "Who needs to be comfortable before this can move forward?" Hierarchy, department boundaries, seniority, and internal consultation all shape the outcome. Japan's preference for precedent and track record also means market followers can be more comfortable than market pioneers. This is not weakness. It is a different operating system for managing reputation, responsibility, and long-term stability. Do now: Map the stakeholders, not just the buyer. Help the group reach consensus rather than forcing one person to take a visible risk. What should foreign executives do when Japanese buyers go silent? When Japanese buyers go silent, foreign executives should wait calmly and avoid filling the gap with more words.Adding explanations, rephrasing the question, or pushing for an immediate answer can increase tension. In Western business culture, silence can feel unbearable after three seconds. In Japan, silence can be productive. The other side may be deciding who should speak, checking whether the topic belongs to sales, procurement, engineering, legal, or senior management, or weighing how to answer without causing loss of face. The worst response is nervous over-talking. It signals discomfort and may make the foreign side look immature or overly transactional. The best response is composed waiting. Silence says, "I respect your process." Do now: Ask one clear question, then wait. Do not rescue the room from silence. Let the Japanese side decide how to respond. Why does Japan value long-term business partnerships over quick deals? Japan values long-term business partnerships because trust, reliability, and continuity reduce commercial risk. A quick deal may be attractive, but a trusted partner who delivers consistently is far more valuable. This is especially true in B2B sales, manufacturing, training, technology, professional services, and distribution partnerships. Western companies often celebrate agility, speed, disruption, and bold moves. Japanese companies often prefer kaizen, micro-improvements, gradual proof, and dependable execution. Neither model is automatically superior. Startups may need speed; Japanese corporates may need confidence that a supplier will still be there next year. The foreign seller who treats Japan as a quick revenue grab usually loses to the patient competitor who keeps showing up. Do now: Demonstrate staying power. Bring case studies, implementation plans, local support, and evidence that you will remain committed after the first invoice. How can leaders use tension productively in Japanese business? Leaders can use tension productively in Japan by recognising that tension is normal, but pressure must be applied differently. Business always contains tension between time, cost, quality, cash flow, scale, and risk. The key is not to eliminate tension. The key is to manage it in a culturally intelligent way. Western executives often push harder when progress slows. In Japan, pushing too hard can backfire because it may embarrass people, disrupt internal consensus, or make the buyer question your reliability. Better leaders slow down externally while staying disciplined internally. They prepare better questions, offer clearer documentation, provide options, and give the Japanese side time to discuss. That approach converts tension into trust. Do now: Replace pressure with structure. Provide timelines, choices, written summaries, and patient follow-up rather than verbal force. Conclusion: what is the real lesson of silence in Japanese business? Silence is golden in Japanese business because it often shows that the other side is taking the relationship seriously. For Western executives, founders, and salespeople, the challenge is to stop interpreting silence through a Western lens. Japan does not reward bluster, impatience, or constant talking. It rewards preparation, humility, endurance, and respect for process. The winning approach is simple but not easy: ask better questions, wait longer, think in decades, and treat the first meeting as the start of a trusted partnership. In Japan, the person who can sit calmly in silence may be the person most likely to earn the business. FAQs Is silence in a Japanese meeting a bad sign? Silence is not automatically a bad sign in a Japanese business meeting. It may mean the Japanese side is thinking carefully, respecting hierarchy, or deciding who should answer. Should I repeat my question if Japanese buyers stay silent? Do not rush to repeat your question unless it is clear they did not understand it. Often the better move is to wait quietly and give the group time to respond. Why do Japanese companies take longer to decide? Japanese companies often take longer because decisions involve consensus, precedent, risk control, and internal consultation. This is especially common in larger, traditional, or multi-division organisations. How should salespeople prepare for Japan? Salespeople should prepare for Japan by shifting from closing tactics to trust-building behaviours. Bring proof, patience, local context, and a long-term partnership mindset. What is the biggest mistake foreigners make in Japanese meetings? The biggest mistake is filling silence with nervous talking or pressure. This can weaken trust and make the foreign side look rushed, transactional, or culturally unaware. Author bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" and recipient of the Griffith University Business School Outstanding Alumnus Award. As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across leadership, communication, sales, and presentation programmes, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō（ザ営業）, Purezen no Tatsujin（プレゼンの達人）, Torēningu de Okane o Muda ni Suru no wa Yamemashō（トレーニングでお金を無駄にするのはやめましょう）, and Gendaiban "Hito o Ugokasu" Rīdā（現代版「人を動かす」リーダー）. Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, followed by executives seeking success strategies in Japan.

In this episode featuring producer Eric, Travis Chappell breaks down the psychology behind effective sales and marketing language, explores common persuasion tactics, and shares lessons learned from years in direct sales. From pricing strategies and scarcity marketing to the importance of honesty in sales conversations, Travis explains why trust—not manipulation—is the foundation of sustainable business growth. If you're an entrepreneur, salesperson, or business owner looking to improve your sales process without sacrificing integrity, this episode delivers practical insights you can apply immediately. On this episode we talk about: The psychology behind pricing and why $999 often outperforms $1,000 Scarcity and urgency tactics in marketing and when they actually work Why language matters in sales conversations and marketing copy The dangers of fake urgency, false scarcity, and misleading prospects How honesty and transparency create more referrals and repeat business Top 3 Takeaways Trust is your greatest asset in sales. Being honest about what you don't know builds credibility and strengthens long-term customer relationships. Marketing language can influence buying decisions, but it should enhance a good offer—not compensate for a bad one. Salespeople who focus on serving customers rather than closing deals create more repeat business, referrals, and lifetime value. Notable Quotes "The fake stuff is what irritates me more than anything." "It's a vote in the trust column when you admit that you don't know something." "Don't make short-term decisions because you think they might cost you a deal." Connect with Travis Chappell: LinkedIn: https://www.linkedin.com/in/travischappell Instagram: https://www.instagram.com/travischappell Other: https://travischappell.com A Word from Our Sponsors: - Are you ready to start your own creatorjourney and make it big? Visitwww.fanvue.com today and launch yourcareer! - To learn more about Mode Mobile and its investor community, go to https://invest.modemobile.com/travismakesmoney -Travis Makes Money is made possible by High Level – the All-In-One Sales & Marketing Platform built for agencies, by an agency.Capture leads, nurture them, and close more deals—all from one powerful platform.Get an extended free trial at gohighlevel.com/travis Learn more about your ad choices. Visit megaphone.fm/adchoices

If you’re in sales, you understand the drive to “close the deal,” and meet your quotas. Salespeople of every industry are under great pressure to perform! Fortunately for Christians, that’s NOT the case when it comes to telling others about God! Pastor Mike Fabarez gives us good news about the Good News!

In this episode of the #DoorGrowShow, property management growth experts Jason Hull and Sarah Hull discuss the launch of the Door Machine, DoorGrow's new growth-focused program designed to help property management companies scale faster by handling the hiring, training, support, and systems behind business development and sales. Breaking down why most property management companies struggle to grow, the biggest mistakes owners make when hiring salespeople, and how having the right systems, accountability, targeting, pricing, and support can completely transform a property management business.   You'll Learn [00:01] Introduction to the Door Machine  [03:20] Why Most Sales Hires Fail  [08:10] The Systems Behind Property Management Growth  [14:40] The Three Keys to BDM Success [21:30] Fixing Targeting, Pricing, and Offers  [31:20] How the Door Machine Partnership Works Quotables "If you have a system that's working, you really don't have a problem." "If you take a good salesperson and plug them into a broken system, it's going to break." "At best, if you're running a company and you are the salesperson, you will always be a shitty part-time salesperson at best." Resources DoorGrow and Scale Mastermind DoorGrow Academy DoorGrow on YouTube DoorGrowClub DoorGrowLive Transcript Jason Hull (00:01) Five, four, three, two, one. All right, we are Jason and Sarah Hull, the owners of DoorGrow, the world's leading and most comprehensive coaching and consulting firm for long-term residential property management entrepreneurs. For over a decade and a half, we've brought innovative strategies and optimization to the property management industry. At DoorGrow, we are on a mission to transform property management businesses, the business owners and their businesses. We want to transform the industry   eliminate the BS, build awareness, change perception, expand the market, and help the best property management entrepreneurs win. Now, let's get into the show. All right, so in today's episode, we're gonna be chatting a little bit about the new offer. I think we mentioned it previously, I don't know, on an episode, but we're gonna be talking about the door machine. It's evolved a little bit since then, but we're gonna talk about the door machine, our new offer, our new program for property management business owners that want to grow.   So we had teased in the previous episode, we chatted briefly about it, we never really dug into details. And now we're ready to do that because the door machine is officially live. So if you are interested in growing your property management business and you want growth to just magically happen for you, if you ever think   Jeez, it'd be so nice if I could just miraculously get to like 500 doors, 800 doors, 1200 doors, whatever that number is in your head, and you wanna get there, it would be awesome if it would just like poof and happen. You know the magic wand? Like if you had a magic wand, you could just snap your fingers and have the business of your dreams at whatever size or count that's going to be, then this is for you.   This is going to be for you. Cool. So basically the simple idea of the door machine is we are looking for businesses to basically partner with that we can help grow and scale their business. We will add the doors, you manage them. It's that simple. And we will also help you to be able to keep up with the growth by giving you access to our super system level of our mastermind as part of this deal. So   So the way this works is if you're one of our clients that's gone through the process of cleanup and the rapid revamp and all that then you're probably meet the prerequisites. You've got healthy branding, you've got a healthy website, you've got the right pricing model, we have a very innovative three-tier hybrid pricing model that we install in clients' businesses. You've got maybe financial health going in the business, profit first. ⁓ Some of these, there's some prerequisite basics.   If you do not have all that, you have not been part of our program, we will come out for two days. Two days? we will come in, on how messy your business is, but we'll come out for two days and we will basically rehab your business. We will help redo your branding. We will redo your pricing. We will redo your website. We will redo your, like the whole front end of the business so that we have a really good   program and offer to sell if we're selling people on your property management business. And so we have this launch intensive that we will come out and do. It is not inexpensive, but it is, I believe, ridiculously cheap for the value that we offer at the present because we're because it pays for itself as well. Easily pay for itself. So we will come out and do the process that a lot of our clients do over the first quarter with us. We will do it.   rapidly with you and you need to be open to making changes if you're the right fit for this, but we will come out and do this launch intensive with you at your location. and I will come out. After we get that done, we will then build out the hiring mechanism and we will get a salesperson and the salesperson is going to work for DoorGrow. We will train, coach, support this person in your local market.   and help them to be able to build their own sort of little business, growing your business. And so this is kind of, it's a win-win-win for all three parties. It's a win for this person that's going to build this sort of business, creating growth for your business. It's going to be door grow, being able to manage this relationship and maintain the quality level with this business development manager, this BDM or salesperson and the business owner.   we will coach and support the business owner yourself in making sure that the business can remain scalable as we start adding 100, 200, 300 doors a year to your business so that you don't break. Because this is a big challenge and we've helped a lot of people with this. So how does this work? Well, normally, if you're gonna hire a salesperson, how would this look? So if you do it the right way, then usually you start with creating a...   you create your RDoC, is just a fancy word for job description. You will do some sort of job post somewhere, indeed LinkedIn, wherever that ends up going. Then you start getting applications and you start screening applications. Well, let's skip to the financials because we don't need to tell them the whole process of what we'll do. We're going to. Okay. All right. Here, continue. Then you get to do a bunch of interviews.   and then you bring someone on, you onboard them, you train them, and then you continuously and every single day support them. And that's where, well, in all of that, at various stages, most people fail. Yeah, somewhere. So sometimes they never even create their company culture documents, and then they wonder why they can't hire the right person. Yeah. Sometimes they don't create the right job description, and they wonder why they can't hire the right person.   They don't know how to properly interview and screen candidates. Or when they have the right person and everything has worked out and then they hire this person, then they just kind of throw them in the fire and they go, all right, go do sales. I hope you can figure it out. And there's a little bit of training, but there's really not a system that you can just plug this person into. This salesperson has to figure out and go build a system.   and most of times they don't know how to do that. And then it's not working out and the business owner is upset and the person that got hired is upset because no one is winning and no one is making money. Both parties are frustrated usually with the other one. The person who got hired is upset because they're like you like have nothing. This is a whole   guessing game and nothing is working and I don't know what to do and you also don't know what to tell me to do. And then the sales person or the ⁓ business owner is upset with the sales person because they're going, well, geez, I hired you to be able to figure all of this out and you didn't figure it out. And now I wasted a whole bunch of time and money. And that's why usually it fails. So you can do that. You can absolutely figure it all out yourself. Everything is figured out.   if you learn enough and know enough and figure out, know, if you, if you waste enough time, you can figure it all out eventually. Absolutely. Yeah. Yes. You certainly can. Yeah. Most people don't really have a good system for hiring and definitely not for training because we've seen it again and again where people will hire someone who is great for a sales position and then it doesn't work out.   And then they go, this isn't working. I think I to let this person go. How do I have that conversation? Like, what should this look like? And when should I do that? And why, you know, do I, what do I tell them? Like, why am I making this decision? And usually that's the end result that they get. And then they kind of get to go back to the beginning and they get to reassess and they go, okay, should I try this whole thing all over again?   Or should I just do something different so you can absolutely do that if you know how to do this by all means go do it or You can just push the easy button and let us handle all of that for you including the training and including the support and that's where a lot of people they Just don't want to do it. They don't have a system. That's already built to put a salesperson into   they bring on that salesperson and expect them to build the system. And most salespeople aren't good at building systems. They're good at selling, but they're not good at building a sales system. So if you take a good salesperson and plug them into a broken system, it's going to break. But there's a big disconnect there. So we build the system. We will do the recruiting.   the screening, the interviewing, the onboarding, the initial training, the ongoing training, and all of the support, daily support for these salespeople so that they will consistently learn and grow and get better and sharpen their skills and figure out what is working and what isn't working and how do I double down or triple down on the things that are working so that I can get results as quickly as possible because they're motivated, they want to make money.   Salespeople, they like winning. They want to make money. That's how they win is when they close deals. So the easiest way to like deflate a sales team is to make it almost impossible to close deals. That's what we've noticed. So then we decided to just fix all of those issues on the back end. And instead of leaving it to business owners who are already busy, who if they had the system for growth, they would probably not need a salesperson.   because they already have the system. If you have a system that's working, you really don't have a problem. But a lot of times they don't have a system and they don't have someone who is going to consistently do sales. They usually have somebody who's kind of dabbling in it. Usually it's them. Sometimes they have somebody who's part-time or they have like a real estate agent looking to make some extra bucks on the side. But there's not a real system and there's not real dedication to sales.   And the ones that have a system and the ones that have actual dedication to sales, those are the companies that you see that get two, four, six, a thousand doors. That's why you see that. So that was something that we noticed is, hey, this ends up being complicated for some people and actually probably the majority of people to do. So we just built this system and that is what the door machine does.   So we will handle all of that work for you so that all you need to do is manage the doors that we give you. All right, so let's talk about why this is hard for people. So Sarah brought up several good points about getting a salesperson. We focus on hiring. First, if you're gonna do this yourself, you've gotta make sure you get the right person. That's the first problem to figure out. And the right person has to be the right   They culture fit for the business, otherwise you're not going to trust them. They have to be the right personality fit for the role, otherwise they won't be good at this. They have to be the right skill fit or intellectual fit to be able to develop the skill or talent to be able to do this job. So that's hiring. If they're not all three, they're going to fail. Always do. And if any team members you have right now are not all three, you have to let them go. It's inevitable.   Your business will never be able to grow if you have bad people. The next piece, assuming you get all three of those nailed and you have as good of a hiring system as we do, then the next piece is the BDM or salesperson has to have three key ingredients to BDM success or they always fail. Fail means they aren't making enough money so they quit or they're not making you enough money so you fire them or they're not.   kept, they're too comfortable, so they get lazy. Either way, it's not working, and so they will either quit or you will fire them. And this happens all the time. The issue is not going to companies and getting somebody to help you with hiring. Lots of people help you hire BDMs, but they still fail. And the failure after the hiring piece, if that was done well, is it's not because they didn't have the right personality, it's not because they don't share your values, and it's not because they don't have the skill to do it.   Those companies will usually show them or train them or whatever. It's because of you. That's the tough love. So here's how this works. You have to have these three ingredients. They have to have the right training and strategy. That's number one. If they're doing stupid stuff, if they're focusing on cold leads, digital marketing stuff, all the stuff that you probably are gonna heap on them, you are holding them back and you're giving them low level garbage stuff to deal with, cold crappy leads.   they are not going to be able to grow quickly your business or scale and they're not going to be able to win. So they have to have the right training and the right growth engines that we would help them install. Second, they have to have the right comp structure. If they don't have the right compensation, compensation is incentive. Compensation is motivation for the right candidates, people that don't hate money, that are salespeople.   And if the comp structure is off, they will either get lazy and comfortable because you paid them too well, or they will get lazy and uncomfortable because they'll just get unmotivated because it's not working. ⁓ Or they just won't do the leading activities because you're trying to just make it commission only. There's so many mistakes with compensation and there is a formula for making this work. And we've seen this fail over and over and over again.   They are not motivated, but they are the right personality for this. You designed the role incorrectly, and you probably designed the financial compensation wrong, and that's on you. The third thing you have to get dialed in is accountability. They have to be accountable. If they're not accountable, if you're not, if you are not able to guide them and see where they're stuck and where there's drop-off in their sales flow or in the pipeline, if you can't see it,   They probably aren't seeing it either. And so they will keep doing the same dumb stuff, getting the same dumb result, and you will both be frustrated. And they will give up on this idea of selling property management, and you will give up on the idea. And there's, even before we get to all of these challenges, the three fits for hiring, the three keys to BDM success, there's some fundamental, foundational ingredients for the business that we help clean up that come even before that, where you have to have the right target audience,   A lot of property managers don't have this dialed in. They don't have the right target, which means they're targeting people incorrectly. means probably they're doing digital cold lead marketing, they're doing ads, they're spending a bunch of money. And most companies spend 20 to 30 % of their top line revenue just to bring in leads. And so they're wasting money there and have bad strategy there. The other piece to this is ⁓ you have to have the right   You have to have the right product. A lot of you think you're selling property management and nobody gives a shit about property management. Nobody wants to buy it. Nobody wakes up in the morning and says, man, I'm so excited to buy something today. And somebody says, what is it? What is it, Jason? my gosh, I'm so excited to go buy property management today. You are selling the wrong product. And if you're selling to the wrong audience,   and attracting the wrong owners and the cheapos and the accidentals and all the owners that you don't want because you're doing the wrong tactics and then you're selling the wrong product. Then the third thing is you also probably have the wrong offer and the wrong pricing. And so this is stuff we have to get dialed in. It's foundational. I've never had somebody come to me that had those three ingredients dialed in. We have to get those three dialed in first. Then we dial in the three fits.   Then we dial in the three keys to BDM success. This is the stuff we would come out and help you get done. And we can do it fast because we've done this hundreds of times. We could do this. I've been running DoorGrow for a decade, almost two decades now, almost two decades, over a decade and a And we have expertise in helping people get this stuff dialing quickly. So,   That would be the first part of this. Now, if you're gonna go out and do this yourself, you're then gonna, you get a BDM. All of these things are dialed in. For some reason, you magically figured this all out on your own through trial and error. The next piece is now you've got to pay this person a commission, some sort of commission. And then you're gonna have to spend money on some sort of base. And you've got all of these different things that you've gotta get dialed in correctly. And if you have this done, then you'll probably be adding doors and then,   It'll be working. Here's what how we set up the door machine so that we can take over all this for you. So you'll pay door grow, you'll pay door grow a commission, you'll pay for each door that's added off the first month's rent. You'll pay ⁓ base salary or base dollar amount to door grow ⁓ each month. And as part of that base, we offset   a good portion of that by giving you access to our super system level of our mastermind, which includes all the systems you're going to need in order to scale your business. call the super system and you get access to the in-person events and the cohort and all the amazing people that are in our program. You're then also going to pay instead of paying, spending money on marketing, because you're not going to have to pay for leads and do stupid digital, cold lead, whatever advertising.   Our salesperson is going to be trained in doing this effectively and we'll be generating warmer leads that have a higher close rate. We will handle all that. so DoorGrow residualy will get 20 % of the management fee. Instead of spending 20%, 30 % like a lot of businesses do on your top line revenue, just to acquire new customers and to do digital marketing or ads, you'll spend 20 % of the management fee, which is way less.   For a lot of you, might be if average rent's 2K in a lot of areas throughout the US, your management fee maybe is 10%, which is, or worse, which is typical. ⁓ We'll help you install a better pricing model than that. But you're doing something like that and you're probably getting then $200 on the door. You're making a lot of money on other things, maintenance, whatever, but $200 for the management fee and then door grows, percentage would be 40 bucks, it'd be 20%.   And so $40 and originally designed this so we grow as you grow and this is, you know, a partnership is forever, but we put a cap on it to make this even more enticing. It drops off each door in the door machine that you add that 20 % dies or drops off. So you get a hundred percent of it at the 36 month mark. So three years in it drops off. So that puts a cap on what door grow can make with you depending on how much the BDM can add each year.   And so that caps our upside, which is better for you to make this even sweeter. And so there's a relationship. There's more details to it than that. We'd be happy to send you the offer doc if you're interested in this offer. ⁓ Really who we're looking for generally are 500 or plus companies that have a healthy team, healthy culture, will help you get these initial things cleaned up. You'll pay. ⁓   Okay, we won't mention all the specifics on the dollar amounts, but this is how this works financially. Same thing you would probably have to pay towards a BDM. You'll pay the door girl and we will take care of this for you and growth. This is a good fit for those of you that you have the money right now to go hire somebody and spend money, maybe five grand, six grand a month on a person ⁓ to hire somebody, then financially you probably could afford to do this and it would make sense. If that's not you right now,   and then this is probably not a fit for you. Anything else you want to say about the Dormachine?   So don't just...   if you can afford five or six.   to that. Sure. one. Number two.   No, it's not only this may be a fit for some smaller companies as well. So doesn't mean hey, you know, don't have 500 doors yet. Therefore, I can't do it. You can still do this. It might be a fit for you. I would see if you would benefit from a conversation with our sales team on that to just kind of learn more about it, get more information, get   some of the specifics of the numbers and see, know, hey, what is pressing the easy button on growth actually worth for you? Because your role in this, we handle all of the front end of your business. So growing the business is no longer something that you need to think about or worry about at all. And if you're not sure if this is a fit for you,   if you're wanting to get those first three foundational things dialed in with us, which is the targeting, the product, and the offer. And if you wanna meet with us, we have a three session thing where we will work with you one-on-one, help you get these three things dialed in over three sessions, which is the foundation, and help you figure out what your roadmap and plan might be. It might be joining one of our   different tiers of our mastermind. It might be getting some help with hiring. It might be getting into this door machine. But we have a small, inexpensive offer for that where we will help you get those three things dialed in and help you roadmap the future to figure out what would be the best fit moving forward. We call that the PM Growth Leak Audit, where we audit the leaks that you have right now that are preventing your growth and help you see some of the blind spots that you can't even see   in your business right now, which is why it's been so hard for you to grow. And then we'll help you figure out what the next steps might be that would make the most sense based on what your constraints are related to budget, related to time, investment, whatever. And so reach out to us and just say, hey, I'd be really interested in that audit that Jason mentioned on the podcast. Cool. Anything else we should add? That's it.   this might be for you, it's probably worth at least a...   also say that this will not be for everyone or this will not be for you right now. It might be a later thing instead of a now thing. It might be an everything. You might be able to handle everything all yourself and that's okay. ⁓ What I would also say too is keep in mind that a lot of times people kind of peter out on doing sales after a while.   This is something that will continue to grow the business for you because it doesn't depend on you at all. aren't involved in it. The reality is a lot of our clients, once we help them figure out growth and we get stuff out of them, they start growing stuff themselves. They realize and figure out eventually they either don't enjoy doing the sales or it's creating a really strong constraint in the business. At best, if you're running a company and you are the salesperson, you will always   be a shitty part-time salesperson at best. You don't have full-time bandwidth. And if you don't have a growth problem, then this isn't even relevant to you at all. So if you're having some challenges, then reach out to us. We have a proven track record. We're the best in the world at helping people do this. We've been doing this for almost two decades now. And we can help you get this dialed in. And we want to see you win. We're looking for really good, awesome people.   and humans to be part of our stuff, especially for the door machine and the cohort really of the caliber of people that we've already gotten into the door machine. These are going to be the coolest people. So the cohort aspect of this is another plus. think it's probably the best upside is that you get to be around other people that are experiencing the door grow magic and they're buying, they're growing and they're scaling.   and they're doing things in a different way than the entire industry. And that's what we bring to the table at DoorGrow. So if you want to get your company to not have all the same blind spots and constraints and you want to start innovating your business, reach out to us at DoorGrow. You can check us out at doorgrow.com, schedule a call with us, have a chat. If you'd like a free training on how to get unlimited leads for free, text the word leads to 512-648-4608.   Also join our free Facebook community just for property management business owners by going to doorgro club.com. And if you want tips, tricks, ideas, and to learn about our offers, subscribe to our newsletter by going to doorgro.com slash subscribe. And if you found this episode even a little bit helpful, don't forget to subscribe and leave us a review. We'd really appreciate it. Until next time. Remember the slowest path to growth is to do it alone. So let's grow together.   and you can do that with the door machine for sure. All right, bye everyone.

Being ghosted in sales feels modern, but the problem is ancient. You meet someone at a networking event, have a positive conversation, follow up politely and then hear nothing but crickets. The danger is not only losing the opportunity. The greater risk is either giving up too early or following up so badly that you create brand damage. Professional salespeople need a follow-up rhythm that is persistent, respectful and defensible.  Why do buyers ghost salespeople after a good conversation? Buyers often ghost salespeople because they are overwhelmed, distracted or drowning in messages, not necessarily because they lied about being interested. The professional response is to assume the buyer is busy before assuming bad intent. Executives, managers and business owners receive a tsunami of emails, LinkedIn messages, calendar alerts, Teams notifications, Slack pings and social media updates every day. In Japan, the United States, Europe and across Asia-Pacific, post-pandemic hybrid work has increased digital noise and lowered tolerance for poor follow-up. Younger professionals are also often more text-based because written messages reduce confrontation and create an easy escape route: no reply. The problem is that no sales come from silence. Do now: Treat ghosting as a signal to follow up better, not as permission to disappear. Should salespeople keep following up after no response? Salespeople should keep following up if they genuinely believe they can help the buyer, but the tone must be respectful and benefit-led. Persistence is professional only when it serves the buyer. A second follow-up should acknowledge the buyer's busy schedule and apologise for adding to their inbox. Then it should restate the business benefit clearly. This protects the salesperson from sounding like a pest because the reason for the contact is not desperation, commission or pressure. The reason is value. For B2B sales teams, SMEs and multinational account managers, the question is simple: can this solution help the client improve revenue, productivity, leadership, customer retention or competitive performance? If yes, follow-up is part of service. Do now: In the second email, write briefly, apologise for the inbox intrusion and restate the buyer-centred benefit. How many follow-up emails are reasonable before moving on? Four thoughtful follow-ups are reasonable before concluding that silence probably means no. After that, the salesperson should move on and invest energy in a better buyer. The first message follows the original conversation. The second message politely restates the value. The third can use a slightly different version of the same buyer-focused message. The fourth should be short, unobtrusive and easy to answer. Dean Jackson's famous nine-word email formula is useful here: "Are you still interested in doing something with…?" The blank can reference the solution, business issue or opportunity discussed. This works because it is brief, non-threatening and forces a simple decision. Do now: Build a four-touch follow-up sequence before the meeting, not while emotionally reacting to silence. What should salespeople write in a follow-up email? Salespeople should write follow-up emails that are short, personal and anchored in the buyer's benefit. The goal is not to shame the buyer into replying, but to make responding easy. Forwarding the previous email can be useful, but it can also feel like a subtle accusation: "I wrote to you, and you ignored me." A stronger message starts with humanity. One useful habit is to begin with "Thanks…" because it reminds the salesperson to acknowledge the person before the business point. Another practical technique is to use the buyer's personal name as the subject line. "Tanaka san" or "Taro san" feels more human and lighter than a heavy corporate subject such as "Dale Carnegie Training Tokyo Proposal Follow-Up." Do now: Use the buyer's name, open with thanks and make the message easy to read in under 30 seconds. How can salespeople avoid damaging the brand with follow-up? Salespeople avoid brand damage by making every follow-up defensible, polite and connected to helping the buyer succeed. The buyer should feel pursued professionally, not pestered selfishly. People dislike spam because it is irrelevant, impersonal and endless. Sales follow-up becomes dangerous when it feels the same. The salesperson's defence is a clear service mindset: "My commitment is to help your business succeed, and I wanted to make sure you had the option to consider whether this makes sense." That framing works across Japanese business culture, Western B2B sales and relationship-based markets because it respects choice while demonstrating responsibility. The buyer can still say no, but the seller has not abandoned them prematurely. Do now: Prepare your explanation for follow-up before anyone challenges you on it. What should salespeople say when criticised for too much follow-up? Salespeople should calmly explain that consistent follow-up is part of serving customers properly. The answer must be prepared in advance because improvising under criticism often sounds defensive. A strong response might be: "I am sure you teach your own sales team the importance of serving customers, and that means doing the follow-up consistently and properly. That is why you are hearing from me. We are here to help your business beat your rivals and do better." This is a powerful reframe. Many executives privately wish their own salespeople were more persistent, organised and dedicated. The key is confidence without arrogance. The seller is not apologising for professionalism; they are explaining it. Do now: Write and rehearse your follow-up pushback response so it sounds natural, calm and buyer-centred. Conclusion: When does ghosting mean no? Ghosting does not automatically mean no after the first unanswered email. It may mean the buyer is busy, distracted, overwhelmed or buried under digital noise. The professional salesperson keeps going with tact, humility and a clear business reason. After four follow-ups, however, silence is probably the answer. At that point, move on and find a new buyer. The rule is simple: always allow the buyer to say "no" for themselves. Do not second-guess them by failing to follow up. Equally, do not damage your brand by chasing forever. FAQs Is being ghosted in sales always a rejection? No, being ghosted often means the buyer is overloaded, distracted or has lost track of the message. Salespeople should assume busyness first and rejection later. What is the best subject line for a follow-up email? A personal name is often the strongest subject line because it feels human and easy to open. For Japanese buyers, using polite forms such as "Tanaka san" can be appropriate depending on the relationship. How many times should I follow up with a buyer? Four respectful follow-ups are a practical limit before treating silence as a no. After that, the salesperson should move on to better-qualified opportunities. What should I say if a buyer complains about my follow-up? Explain that your follow-up is based on helping their business and giving them the option to decide. Keep the tone calm, respectful and focused on value. Author Bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" and recipient of the Griffith University Business School Outstanding Alumnus Award. As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across leadership, communication, sales and presentation programmes, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō（ザ営業）, Purezen no Tatsujin（プレゼンの達人）, Torēningu de Okane o Muda ni Suru no wa Yamemashō（トレーニングでお金を無駄にするのはやめましょう）and Gendaiban "Hito o Ugokasu" Rīdā（現代版「人を動かす」リーダー）. Greg also publishes daily business insights on LinkedIn, Facebook and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery and Japan's Top Business Interviews, which are followed by executives seeking success strategies in Japan.

Artificial intelligence is rapidly changing how media sales teams prospect, research, communicate and report results. Yet according to media revenue strategist Ryan Dohrn, the technology itself is not the competitive advantage. The real differentiator remains the same as it has always been: the salesperson using it. In a conversation with E&P, Dohrn argues that AI won't replace strong salespeople or save weak ones. Instead, it will amplify existing strengths, expose existing weaknesses and reward those who learn how to combine technology with relevance, preparation and authentic human relationships. Access more at this episode's landing page, at: https://www.editorandpublisher.com/stories/ai-wont-save-bad-salespeople-ryan-dohrn-on-the-future-of-media-revenue,262011   

Prospecting is not something you need to apologize for. Art Sobczak, renowned author of 'Smart Calling,' joins Mark Hunter to debunk overused prospecting myths and challenge sales professionals to rethink their openers, mindset, and every touchpoint. Art draws on his decades of experience to reveal why apologetic cold calls and "numbers games" are sabotaging results.  Together, they explore the psychology behind first impressions, the real impact of leadership on sales teams, and how identity shapes success. This episode is packed with new perspectives and candid stories that will inspire listeners to upgrade their approach to outbound calls without relying on shortcuts or sleazy tactics.

We put someone on the moon in 1969. We didn't put wheels on suitcases until 1972. The problem was: Nobody had stopped to notice the problem existed in the first place. That gap - between the problems people will tell you about, the ones they'll only admit after a drink, and the ones they don't even know they have - is exactly where Maz Farrelly operates. In this bonus conversation with the executive producer behind Big Brother, The X Factor, and Celebrity Apprentice, we get into the practical mechanics of walking into a meeting and already having the room on your side before you've said a single word. If you have a pitch coming up - for an idea, a budget, or yourself - this episode has something useful in it for you. Maz and I discuss: The "warming up the room" technique Maz uses at the start of every pitch meeting, and why it works How she used reverse psychology to make network executives desperate for the idea she told them she wasn't going to pitch Why the smartest operators don't sell — they make themselves buyable The three layers of problems your clients have, and why cracking the third layer is where the real opportunity lives The suitcase story: why solving problems people don't know they have is the most valuable thing you can do in any industry Why Maz brought too much cake to a Microsoft meeting, and how it made her go viral inside the building without spending a cent on advertising What "sticky information" is, and why it determines whether anything you said in a meeting actually matters Key quotes "The smart money doesn't sell. The smart money is bought." "Hope is not a strategy." And if you haven't listened to the main episode with Maz yet, start there. It's all about how to make yourself impossible to ignore. Listen to the main episode here. Connect with Maz Farrelly on Instagram, LinkedIn, and her website. My latest book The Energy Game is out on July 7, 2026. You can order a copy here: https://amzn.to/48ID29M Connect with me on the socials: Linkedin (https://www.linkedin.com/in/amanthaimber) Instagram (https://www.instagram.com/amanthai) If you are looking for more tips to improve the way you work and live, I write a weekly newsletter where I share practical and simple to apply tips to improve your life. You can sign up for that at https://amantha.substack.com/ Visit https://www.amantha.com/podcast for full show notes from all episodes. Get in touch at amantha@inventium.com.au Credits: Host: Amantha Imber Sound Engineer: The Podcast Butler See omnystudio.com/listener for privacy information.

In this episode of Sales & Cigars, Walter Crosby sits down with John Golden, Chief Marketing Strategy Officer at Pipeliner CRM and host of Sales Pop, for a sharp conversation about sales leadership, self-development, business acumen, and what it really takes to stay valuable in sales. John shares why SPIN Selling remains one of the most important sales books ever written and why great salespeople are still defined by their ability to ask better questions, listen deeply, and resist the urge to jump into solution mode too quickly. The conversation also dives into one of John's biggest pieces of advice for sales professionals: invest in yourself. Don't wait for your company to train you. Don't complain that no one is developing you. Your career is your responsibility. From coaching and mentorship to business acumen and sales-marketing alignment, this episode is a reminder that the best salespeople never stop learning.   Episode Highlights Why SPIN Selling still matters in modern sales The difference between hearing and active listening Why silence after a good question is powerful How salespeople can stop rushing into solution mode Why every salesperson should learn a sales methodology John's advice to invest in yourself before blaming your company The ROI of hiring a coach or finding a mentor Why sales, sales leadership, and CEO roles can feel lonely The importance of business acumen in today's sales environment How salespeople can bring value through insight, not just products Why a great sales call should be valuable enough to pay for   Key Themes & Takeaways Great salespeople ask better questions. The best reps do not rush to pitch. They slow down, listen, and dig deeper. Silence is part of the process. When a prospect pauses after a strong question, don't interrupt. Let them think. Your career is your responsibility. If your company is not investing in your development, invest in yourself. Coaching pays for itself. A good coach or mentor can challenge your thinking, expand your goals, and accelerate growth. Sales can be lonely. Whether you are carrying a bag, leading a team, or running a company, you need people who can challenge and support you. Business acumen matters more than ever. Salespeople need to understand how businesses operate, how decisions get made, and how their solution impacts the whole organization. Value starts before the deal closes. A sales conversation should help the buyer think differently, even before they buy anything.   Who Should Listen This episode is especially valuable for: Salespeople who want to take ownership of their career Sales leaders trying to develop stronger, more independent reps CEOs and entrepreneurs who want better sales conversations Teams looking to improve discovery and active listening Revenue leaders focused on sales and marketing alignment Anyone who wants to become more valuable in every business conversation   Links & Resources SPIN Selling by Neil Rackham Pipeliner CRM https://pipelinersales.com Sales Pop https://salespop.net John Golden on LinkedIn   Continue the Conversation If this episode made you think differently about sales, leadership, or how to take ownership of your career, join the Sales Integrator Community. It's built exclusively for salespeople and sales managers who are looking for an edge—and for professionals who want support getting their questions answered by someone who has learned the hard way over 40 years. Free forever. Special founding member badges are available for the first 250 members. Join here: https://helix-community.circle.so/join?invitation_token=8b6622d942c852339d856b2af3504123cf9476e2-8b78b151-d94f-46df-a26b-ec4a6df24460   Subscribe & Follow Sales & Cigars is hosted by Walter Crosby of Helix Sales Development. The only smoke we blow is from cigars. Subscribe on Apple Podcasts, Spotify, YouTube, or wherever you listen.

In a sales call, the person who controls the agenda usually controls the outcome. Buyers are busy, cautious and often defensive because they worry about wasted time, poor fit, cash flow pressure and being sold something they do not need. Professional salespeople do not bully the buyer, but they also do not drift along sweetly while the buyer runs the meeting. They build trust early, set a clear structure, ask intelligent questions and guide the conversation toward whether real value can be created. Why should salespeople control the sales meeting agenda? Salespeople should control the sales meeting agenda because buyers need structure, confidence and relevance before they will trust the conversation. Without a clear agenda, the meeting can wander into price, product features or objections before the salesperson understands the buyer's real business situation. In Japan, the United States, Europe and across Asia-Pacific, executives are under pressure to protect time, cash flow and decision quality. A buyer may be thinking, "Don't waste my time," "Don't erode my budget," or "Don't sell me something irrelevant." That is why the salesperson must professionally map the meeting from the start. This is not about domination. It is about leadership, clarity and respect. Do now: Open the meeting by explaining the value of the conversation, then propose a simple agenda before asking permission to proceed. How do salespeople build trust at the start of a sales call? Salespeople build trust by looking professional, sounding confident and explaining quickly who they are, what they do and who they have helped. Trust forms before the buyer has seen the proposal, the pricing or the solution. The stereotype of the salesperson is still damaging: pushy, smooth-talking, self-interested and focused on closing. Professionals must separate themselves from that image immediately. Appearance matters because buyers initially judge what they can see. Voice matters because hesitation, mumbling and unclear language signal uncertainty. A strong opening covers four points: who you are, what your company does, who else you have created success for and why the same may be possible for this buyer. Do now: Prepare a concise credibility opening that can be delivered clearly in under one minute. What should a salesperson say before asking discovery questions? Before asking discovery questions, the salesperson should explain the meeting flow and gain the buyer's agreement to that structure. This creates permission, reduces resistance and stops the buyer from hijacking the conversation. A useful sales call agenda starts with the benefit of the meeting for the buyer. Then the salesperson checks how familiar the buyer is with the company and asks about existing perceptions. After that, the conversation can move into the buyer's current situation, future goals, obstacles and the implications of not solving those challenges quickly enough. Only then should the salesperson ask detailed questions. Do now: Use a simple transition: "How does that agenda sound, and are there any items you would like to add?" Why should salespeople ask about buyer perceptions early? Salespeople should ask about buyer perceptions early because hidden resistance blocks trust and later slows or kills the sale. If a buyer has a negative view of the company, the salesperson needs to know before presenting solutions. Competitors may have spread rumours. A previous salesperson may have disappointed the client. The buyer may have experienced poor service, weak follow-up or unreliable communication. In Japanese B2B sales, where reputation, consistency and long-term trust carry heavy weight, unresolved perceptions can become silent deal-breakers. Asking early feels risky, but it is professional. If the issue is severe, it would block the sale anyway. Better to surface it, address it and show accountability. Do now: Ask calmly, "What perceptions do you currently have of our company?" Then listen without becoming defensive. How can salespeople respond to past negative experiences? Salespeople should respond to past negative experiences by acknowledging the issue, showing accountability and demonstrating that the company has changed. Defensive excuses weaken credibility; professional ownership strengthens it. If a buyer says a previous representative was unreliable, the salesperson can ask, "If a member of your sales team created complaints from customers, what would you do?" Most executives would say they would remove, retrain or replace that person. The salesperson can then say, "That is exactly what we did, and I am here now to make sure we provide real value." This approach reframes the issue from denial to responsibility. Do now: Prepare a calm, respectful response for common legacy objections before the meeting begins. Why should salespeople discuss speed to business goals? Salespeople should discuss speed because buyers may be able to reach their goals eventually, but the seller's value often lies in helping them get there faster. Time-to-result is a powerful business lever. A company may want higher revenue, stronger leadership, better sales performance or improved client retention over the next three to five years. Given unlimited time, many organisations could improve on their own. The sales opportunity appears when the salesperson explores what is slowing progress now: weak skills, unclear processes, poor execution, limited resources or market pressure. This is especially relevant for SMEs, multinationals and B2B firms competing in post-pandemic markets where speed, productivity and cash efficiency matter. Do now: Ask, "What is slowing your progress toward those goals, and what would faster achievement mean for the business?" Conclusion: Who should really run the sales call? The professional salesperson should guide the sales call, but the buyer's priorities must shape the conversation. That is the balance. The seller controls the structure; the buyer provides the truth. When salespeople open with credibility, map the agenda, surface perceptions, explore current and future states, identify obstacles and connect value to speed, they stop being pushed around and start acting like trusted advisers. The best salespeople are not aggressive closers. They are disciplined meeting leaders who create clarity for busy buyers and value for their own company. FAQs Should the salesperson or buyer set the sales agenda? The salesperson should propose the agenda, while giving the buyer room to add or adjust items. This keeps the meeting professional while respecting the buyer's priorities. Is asking about negative perceptions risky? Yes, but avoiding the question is riskier. Hidden objections often become silent deal-breakers, so strong salespeople surface them early. When should salespeople present their solution? Salespeople should present only after understanding the buyer's situation, goals, challenges and urgency.Presenting too early usually sounds generic and self-serving. Author Bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" and recipient of the Griffith University Business School Outstanding Alumnus Award. As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across leadership, communication, sales and presentation programmes, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō（ザ営業）, Purezen no Tatsujin（プレゼンの達人）, Torēningu de Okane o Muda ni Suru no wa Yamemashō（トレーニングでお金を無駄にするのはやめましょう）and Gendaiban "Hito o Ugokasu" Rīdā（現代版「人を動かす」リーダー）. Greg also publishes daily business insights on LinkedIn, Facebook and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery and Japan's Top Business Interviews, which are followed by executives seeking success strategies in Japan.

Here is a FAQ Video on the Courses: https://youtu.be/0F7imrzjXWs Here is a deep dive into which course is best for you: https://youtu.be/JM_jgS8M-iU https://www.b2bRevenue.com - Get Your Free E-Book on How Companies make Decisions. FAQ: 1 YEAR ACCESS, PAY MONTHLY OR ANNUALLY NOT A SUBSCRIPTION OFFICE HOURS EVERY  OTHER WEEK VIA ZOOM. 1 HOUR GROUP Q&A. UNLIMITED 1-ON-1'S  ARE FREE AS LONG AS THEY CAN BE SHARED IN THE COURSE. 1-ON-1 ARE FULL ACCESS ON DAY ONE - NOTHING IS GATED OR TIME RELEASED. ALL CONTENT IS VIDEO BASED AND SELF PACED I RECOMMEND TAKE COURSE ONCE WITHOUT NOTES OR APPLYING IT SO YOU UNDERSTAND THE BIG PICTURE FIRST. THEN TAKE AND APPLY IT STEP BY STEP. YOU START WHEN YOU WANT AND GO AS FAST OR SLOW AS NEEDED.   Email me additional questions: briangburns@me.com     — SAMPLE EMAIL TO EXPENSE THE COURSE MGR,   I have been listening to the brutal truth about sales podcast for X months and it speaks to the issues we face.   They currently offer a course that includes video instruction, group Q&A and One-on-One coaching. I'm committed to my own personal development and would like your help in expensing the course.   It would pay for itself if I closed only one new deal of $X value.   Please let me know by Friday if I can move forward with this 1 year course.   Thanks, ME Here are some student interviews from the courses:      ———————————————————————————————————— Audible 30 day Free Trial: http://www.audibletrial.com/BrutalTruth      

What This Episode Is About You've invested in a sales strategy. You've done the training. So why aren't you getting the results you expected? In this episode of the Selling to Corporate® podcast, Jess Lorimer reveals the single most important skill that professional salespeople use to create consistent, replicable results - and it's almost certainly not what you'd expect. Jess makes the case that the gap between coaches, consultants and professional salespeople isn't intelligence, experience or even strategy. It's one surprisingly simple skill that most business owners overlook, underestimate or quietly choose to ignore. This episode explains exactly what it is, why it matters more than any tactic or technique and what happens to your sales process when you don't use it. Who This Episode Is For Coaches, consultants, trainers, speakers, and done-for-you service providers selling to corporate clients Anyone who has invested in a sales strategy or programme and felt it 'didn't work' Business owners who find themselves constantly tweaking, adjusting, or second-guessing their sales process Those who are great at selling one offer or to one type of client, but struggle to replicate that success elsewhere Anyone who suspects their sales process isn't producing consistent results but isn't sure why Questions This Episode Answers What is the most important skill in B2B sales? Why does a sales strategy that worked stop working over time? How do professional salespeople create replicable results across different industries and offers? What's the difference between buying a sales strategy and actually executing one? Why does tweaking a sales process - even slightly - make results impossible to measure or replicate? Key Takeaways  1. The Most Important Sales Skill Is Following Instructions The single most important skill professional salespeople possess is the ability to follow instructions precisely and consistently. Not prospecting. Not objection handling. Not closing. Following instructions. Jess is direct: in her experience working with thousands of professional salespeople and thousands of coaches, consultants, speakers, trainers, and done-for-you service providers, the difference in results almost always comes down to this. Professional salespeople follow a proven process exactly as written. Most coaches and consultants - however intelligent and however well-intentioned - don't. This isn't a criticism of intelligence. In fact, Jess argues that high intelligence can be a liability here. Smart people are more likely to spot what feels 'wrong' about a set of instructions, more likely to rationalise a small adjustment and more likely to believe their version of the process is 'good enough'. It usually isn't. 2. Any Proven Strategy Has the Ability to Work - If It's Executed Properly Jess teaches seven different methods of B2B lead generation. She has clients who generate all of their corporate revenue from cold email outreach. She has clients who generate all of their revenue from networking alone - a method she personally dislikes. The method is not the determining factor. Execution is. The two reasons a sales strategy fails are almost always the same: The strategy being used is not proven. It was built in an AI tool, borrowed from a B2C context or sold by someone without hands-on B2B sales experience. The strategy is proven but it is not being followed correctly. Steps are skipped, wording is changed, volume is reduced or the process is quietly adjusted whenever something feels uncomfortable. If your sales process is not producing results, the first question to ask is not 'what strategy should I try next?' It is 'am I executing my current proven strategy exactly as intended?'   3. Small Changes to a Sales Process Create Big Problems One of the most common patterns Jess sees with experienced clients is a gradual drift away from the original process. It rarely starts as a conscious decision to change strategy. More often it starts with a lost deal, a knock to confidence, and a small adjustment made under pressure to 'save' the next opportunity. That one small change leads to another. The language shifts. The attachment changes. The objection handling softens. The reassurance given increases. None of it feels significant in the moment. But cumulatively, the process becomes unrecognisable - and critically, it becomes impossible to measure, troubleshoot or improve. Standardisation is not a constraint on creativity. It is what makes it possible to know whether your sales process is working, identify where it is breaking down, and fix the right thing. When every part of the process is slightly different, there is nothing consistent to evaluate. 4. Sales Should Be Boring - Creativity Comes in the Conversation Jess uses the analogy of Picasso: before he painted eyes on the sides of heads, he spent years learning the rules of perspective, line and composition. The creative leaps came after the foundations were mastered, not instead of them. The same principle applies to B2B sales. Your lead generation process, your outreach approach, your proposal structure, your pricing framework - these should be repeatable, measurable and consistent. They should feel a little boring, because boring is what makes them scalable. The creativity, the consultative problem-solving, the bespoke solution-building - all of that happens in the sales conversation itself, and in the delivery of the work. That's where you get to be brilliant and distinctive. Your process is what gets you to that conversation in the first place. 5. Following Instructions Builds the Confidence That Creativity Cannot When a sales process is followed precisely, it produces predictable metrics. Those metrics tell you what is working and what is not - early enough to make useful adjustments rather than emergency ones. That predictability is what gives professional salespeople confidence, even in difficult markets. When a process is modified and the results decline, the person executing it has no way of knowing which change caused the problem. That uncertainty erodes confidence and often leads to further changes, making the situation worse. Following instructions is therefore not just a technical requirement - it is the foundation of sustained confidence in your own sales ability. 6. Replicatable Success Requires Transferable Process, Not Transferable Luck Jess draws on her own sales career across jewellery, recruitment, tech, and sales training - including becoming the top diamond salesperson in her region at 16, and a top performer within her first year at a company operating across 30 countries - to make a specific point: success that can be replicated across industries, offers, and client types is built on process, not personality. If you are excellent at selling one particular offer but cannot replicate that success with other offers or other types of decision maker, it is a signal that your results are not yet built on a transferable process. They are built on familiarity, repetition or relationship - which are not scalable. A proven, correctly executed process is what creates results that transfer. Key Quotes "The most important skill professional salespeople have in their arsenal is following instructions." "Literally any proven strategy has the ability to work if it's being done properly. The problem is that most people aren't using proven strategies - or they're not following the instructions for the ones they have." "Your sales process shouldn't be where you feel creatively satiated. It should be where you are able to replicate a clear process and be given consistent metrics so you know what is working and what isn't." Resources + Links Mentioned in This Episode Cold -> Closed The self-paced B2B sales experience for coaches / consultants / speakers / trainers and done-for-you service providers who want scalable, sustainable sales from brand new corporate clients in 90 days or less. https://smartleaderssell.thrivecart.com/-cold-to-closed-product/ Join the B2B Sales Edit: Busyness to Business Weekly newsletter for coaches and consultants; sharing the real B2B sales techniques that have taken over 30,000 sales processes from busy -> balanced and profitable. https://magic.beehiiv.com/v1/988ac64b-5875-4924-9d10-50faad2aa4ad?email=%EMAIL% Episode Sponsored by The Expert Services Directory Access The Expert Services Directory here and use code PODCAST for a special bonus. https://bit.ly/ExpertServicesDirectory A curated directory that proactively markets your services to corporate decision makers every month. Standard listings reach 1,000+ decision makers per month; Directory Plus listings reach 2,000+. Only 10 suppliers per category. Standard listing: 1,000+ decision makers per month Directory Plus listing: 2,000+ decision makers per month Application required — not all applications are accepted If You've Enjoyed Listening to The Most Important Skill Professional Salespeople Have, Check Out These Episodes STC159 - Mindset Wobbles That Stop Your B2B Sales Progress (and How to Fix Them!) https://bit.ly/SellingToCorporate159 STC162 - 3 Things That Will Help You Maximise Any Sales Training You're Embarking On https://bit.ly/SellingToCorporate162 STC171 - The Simple Sales Technique I Use to Sign Corporate Clients Every Month https://bit.ly/SellingToCorporate171   Content Disclaimer The information contained above is provided for information purposes only. The contents of this article, video or audio are not intended to amount to advice and you should not rely on any of the contents of this article, video or audio. Professional advice should be obtained before taking or refraining from taking any action as a result of the contents of this article, video or audio. Jessica Lorimer disclaims all liability and responsibility arising from any reliance placed on any of the contents of this article, video or audio.  

Disclaimer: Today's episode is sponsored by Gelt. Content is for educational purposes only. Not advice. Results discussed have not been vetted. Claims made by the guest have not been verified. The views expressed by the guest do not reflect those of the host or this show.—

“Price is what you pay. Value is what you get.” — Warren BuffettIn this episode, Jay sits down with Ryan Chiodo, one of the top luxury real estate advisors in Naples, for a conversation about entrepreneurship, trust, service, relationships, and what it actually takes to build a reputation at the highest level.Ryan's story is not a straight line.From bartending in his family's Italian restaurant…to learning the builder and developer side of real estate…to navigating REOs, short sales, and distressed assets during the Great Recession…to serving luxury and ultra-luxury clientele in one of the most competitive markets in the country…This episode is a masterclass in mastering your craft over decades.Inside this conversation:* Why communication and hospitality became Ryan's unfair advantage in real estate* The hidden value of working in restaurants and customer service early in life* Why the luxury market is ultimately a relationship and trust business* The realities of serving affluent clients and what they actually expect* How the Great Recession shaped Ryan's perspective on leverage, investing, and risk* Why many people underestimate how difficult real estate truly is* The importance of becoming a true subject matter expert in your field* Why over-communication creates trust and long-term referrals* How systems, teams, and delegation allow entrepreneurs to scale* The difference between working with buyers versus sellers* Negotiation strategies, creative deal structures, and thinking beyond price aloneOne of the biggest themes throughout this episode is simple:The people at the top are rarely doing complicated things.They are doing simple things with extraordinary consistency. Ryan also shares the daily disciplines that built his business over 24 years:* Reviewing the market every single day* Staying proactive with clients* Bringing value instead of “just checking in”* Responding quickly* Knowing the details better than anyone else in the roomThis episode is especially valuable for:* Entrepreneurs building a book of business* Realtors and mortgage professionals* Salespeople trying to create long-term referral networks* Anyone interested in luxury markets and relationship-driven business* Professionals looking to build mastery over time instead of chasing shortcutsA standout takeaway from the conversation:“You have to get in the room. But once you're in the room, you better know what you're doing.” This is a conversation about trust earned through preparation, consistency, and decades of repetition.Because in the end, luxury is not about flash.It's about confidence, competence, and delivering an experience people never forget.

Disclaimer: Today's episode is sponsored by Gelt. Content is for educational purposes only. Not advice. Results discussed have not been vetted. Claims made by the guest have not been verified. The views expressed by the guest do not reflect those of the host or this show.—

Why do so many salespeople lose deals even when they think meetings went well? In this episode of Sales Lead Dog, Christopher Smith sits down with James White, Founder of James White Sales, to discuss emotional intelligence in sales, buyer psychology, CRM adoption, prospecting persistence, and the habits that separate top sales performers from everyone else. With more than 30 years of experience in sales leadership, training, and business growth, James shares practical insights on how sales professionals can improve conversations, build trust, follow up effectively, and create consistent long-term revenue growth. This conversation covers modern selling, coaching sales teams, handling rejection, improving sales processes, and why emotional intelligence matters more than scripts and generic sales tactics. What You'll Learn • Why most sales calls fail • The importance of emotional intelligence in sales • How buyer psychology impacts decision making • Why salespeople give up too early • The real reason CRM adoption fails • How to follow up without sounding pushy • Why persistence creates more opportunities • The role of empathy in closing deals • Building long-term sales habits that actually work • Why great salespeople never stop learning Guest Details LinkedIn: https://www.linkedin.com/in/jameswhitesales/ Website: www.jameswhite.business  YouTube Channel: https://www.youtube.com/c/JamesWhiteSales/videos Growth Resourcing: https://growthresourcing.co.uk/ About Sales Lead Dog Sales Lead Dog is hosted by Christopher Smith, CRM technology and sales process expert, and founder of Empellor CRM. Each episode features sales leaders who have separated themselves from the pack, sharing how they achieve success with their teams and their CRM strategy. Unless you are the lead dog, the view never changes. Connect and Learn More All episodes and show notes: https://empellorcrm.com/salesleaddog If this episode brought you value:

Visit Jason here at AfterTheLead.comIn this episode of The Selling Podcast, hosts Scott and Mike dive into the often-dreaded world of Customer Relationship Management (CRM) systems. They welcome Jason Kramer, founder and CEO of Cultivize and self-proclaimed "CRM Whisperer," to discuss why CRMs are often despised by sales teams and how to transform them from an administrative burden into a powerful tool for driving revenue.Why CRMs are Often HatedJason begins by explaining that the negativity surrounding CRMs stems from a lack of process and proper training. Many salespeople view them merely as tools for data entry rather than aids to make their jobs easier. Companies often hire salespeople and expect them to naturally know how to use these complex tools without providing a clear playbook or defining the necessary processes.Common CRM Mistakes and the Importance of NurturingA major hurdle for sales reps is the failure to follow up effectively. Salespeople get busy and postpone following up with leads who aren't ready to buy immediately, causing potential deals to fall through the cracks.Jason emphasizes the critical importance of "nurturing" leads, which he defines not as bombarding them with weekly emails, but as educating them. By providing valuable resources (like relevant articles or insights) that help solve their problems, you build rapport and educate them to make better decisions when they are ready to buy. Studies show that 63% of leads who enter the funnel will eventually buy if properly nurtured.Practical Advice for Sales RepsBlock Time on Your Calendar: The "I don't have time" excuse is common. Jason and the hosts strongly advise allocating rigid time blocks on your calendar specifically for Business Development. Treating CRM updates as part of business development makes it less likely to be pushed aside.Define Your Process: Take a step back and literally write down the steps in your ideal sales cycle. This defines the standard activities that need to happen at each stage.Utilize "Lead Scoring": Most CRMs track prospect activity (website visits, email opens, etc.). Leveraging lead scoring allows sales reps to prioritize leads who are actively showing interest, telling you who to call today.The 15-Minute Rule: When responding to new inbound leads, speed is everything. Statistically, waiting more than 15 minutes to reach out can cause you to lose the deal to a competitor who responds faster. If you cannot call immediately, utilize automated auto-responder emails to set expectations and maintain the conversation.The Role of AI in the Future of CRMThe conversation concludes with insights into how AI is impacting CRM usage. AI tools can analyze transcripts of calls and meetings to identify pain points, detect tonality, and provide actionable highlights. Furthermore, AI can help salespeople articulate follow-up communications more clearly and effectively by analyzing the customer's concerns and suggesting the best language to overcome them.

Most sales conversations feel productive but go nowhere.That's because you focus on being polite rather than being real.In this episode, Walker McKay explains how to stop having surface-level conversations and start having real discussions that lead to real decisions. From setting expectations upfront to giving prospects permission to say no, this approach eliminates surprises and puts you back in control of the conversation.Want fewer “let me think about it” responses and clearer yes or no decisions? This is where it starts.In this episode, you'll learn:Why “nice” conversations don't lead to salesHow to set clear expectations at the start of every meetingThe exact questions to align on time, agenda, and prioritiesWhy giving prospects permission to say “no” builds trustWhat to establish upfront so there are no surprises at the endHow to define the ideal next step before the meeting even starts

Uncertainty and change are shaking up the sales world at an unprecedented pace, but what if disruption could be your greatest advantage? Meridith Elliot Powell, global keynote speaker and authority on navigating uncertainty, joins Mark Hunter to demystify how top performers and organizations succeed in times of chaos. Meridith draws on years of in-depth research and the lessons of history to reveal why so many well-known companies fail, and how a select few turn adversity into opportunity. Listeners will also hear Mark and Meridith tackle tough questions around short-term sales thinking, shifting industries, and the damaging myth of price sensitivity. The episode teases actionable tactics for focusing on people, adapting sales approaches, and staying present when customers need you most—all without revealing all the secrets. Remain tuned for powerful takeaways that help today's sales professionals find stability and success in any market.

Most B2B sales reps are professionally trained to make you like them in 30 minutes. But when you're recruiting salespeople, likability doesn't guarantee success. Make the wrong hire and you can lose two years and a chunk of your growth plan. In this episode, Devin and Paul walk through the five qualities ParkerGale tests for (customer focus, structure, accountability, problem-solving, drive), the specific questions we ask in a panel interview, and the trick question that breaks through every rapport-building defense salespeople can muster.

What you'll learn in this episode: Why self-belief is the foundation of every successful business The GPS framework for achieving goals with clarity and focus How the “commit or quit” mindset removes distractions Why consistency beats talent in sales and entrepreneurship The CPI Communication Model for building trust and rapport How neuro-linguistic programming (NLP) improves communication Why follow-up is the most overlooked sales skill The SCARLET framework for hiring winning team members How great leaders teach people how to think, not what to do Why “You are good enough” is the ultimate entrepreneurial truth    

Why do so many sales conversations fail before they even begin? In this episode of Sales Lead Dog, Christopher Smith sits down with Darren Haygood, Chief Revenue Officer and Managing Partner at Streamline Auto Solutions, to talk about the real skills behind successful sales leadership, customer relationships, and long-term business growth. With more than 25 years of experience across OEM, dealership, and automotive SaaS organizations, Darren shares practical lessons on leadership, active listening, CRM adoption, customer experience, and building authentic client relationships that last. From launching innovative automotive technology solutions to leading high-performing sales organizations, Darren explains why the best salespeople focus less on pitching products and more on understanding problems. The conversation also explores mentorship, leadership development, CRM implementation challenges, and why trust still matters more than technology in modern sales. If you work in sales, automotive, leadership, CRM, SaaS, or customer experience, this episode offers practical insights you can apply immediately. What You'll Learn • Why active listening is the most important skill in sales • How top salespeople build trust and credibility faster • Why product demos fail when done too early • How to identify the real customer problem before selling • The role mentorship plays in leadership development • Why most companies fail to fully utilize their CRM systems • How authenticity improves long-term client relationships • Why education works better than hard selling • Leadership lessons from automotive SaaS and dealership operations • How process and technology should improve customer experience Guest Information Darren Haygood Chief Revenue Officer and Managing Partner, Streamline Auto Solutions Proud father of four, adventure enthusiast, triathlete, and automotive SaaS sales executive with 25+ years of experience across OEM, dealer, and digital marketing organizations. Darren focuses on driving meaningful change for dealers through technology solutions, data insights, and scalable processes that improve the customer experience. Connect with Darren Haygood: LinkedIn: https://www.linkedin.com/in/darrenhaygood/ Learn more about Streamline Auto Solutions: https://streamlineautosolutions.com/ About Sales Lead Dog Sales Lead Dog is hosted by Christopher Smith, CRM technology and sales process expert, and founder of Empellor CRM. Each episode features sales leaders who have separated themselves from the rest of the pack, sharing how they achieve success with their teams and their CRM strategy. Unless you are the lead dog, the view never changes. Connect and Learn More All episodes and show notes: https://empellorcrm.com/salesleaddog/ If this episode brought you value:

Your habits are either building your future in sales or destroying it.In this video, Ace breaks down how rituals, discipline, and deep work separate average salespeople from elite performers. Bad habits don't stay in one area of life, they spread. The same goes for good habits.Learn how top salespeople create structure, stay focused, build momentum, and develop routines that lead to consistent success in sales and life.#sales #salessuccess #salesgrowth #salescoaching Support the showJoin our weekly calls so you we can help you too! 

In this episode of the Millionaire Car Salesman Podcast, Sean V. Bradley sits down with Dealer Synergy's Lead Videographer and Creative Director, Charlie Cooper, for a conversation every automotive salesperson, manager, and dealer needs to hear right now! "A picture is worth a thousand words, but one minute of video is equivalent to 1.8 million written words." – Sean V. Bradley The car business has officially entered a new era… one where attention, trust, and visibility are becoming just as important as inventory and pricing. This episode dives into why video is no longer optional for automotive professionals who want to stand out, generate their own traffic, and build long-term success in today's digital-first world! Sean and Charlie break down how personal branding is changing the sales game, why customers are researching salespeople before ever stepping into a dealership, and how the right content strategy can completely reshape a salesperson's pipeline. "You have to make sure that you are maximizing and utilizing all of these things." – Charlie Cooper Without giving away the full blueprint, this conversation explores the growing impact of social media, AI, SEO, and video-driven communication in automotive sales… along with the mindset shift required to stay relevant in a rapidly evolving industry! "Branding creates engagement, engagement creates conversation, conversation creates identification." – Charlie Cooper Whether you're brand new to content creation or already posting online, this episode will challenge the way you think about visibility, marketing, and what it truly means to build influence in automotive today. Because in this market, the salespeople who know how to create attention… create opportunity!   Key Takeaways: ✅ Branding through Video: Emphasized how car salespeople can use video content to build their personal brand, thus increasing engagement and trust with potential buyers. ✅ Technology and Tools: Discussed the use of smartphones and in-app editing tools like TikTok's editor for creating high-quality video content without extensive technical skills. ✅ SEO Optimization: Explored strategies for optimizing video content using SEO best practices and AI tools to target local audiences effectively in the automotive industry. ✅ AI Integration: Highlighted the use of AI for video editing and enhancement, stressing its growing importance in streamlining the production of engaging and professional-looking content. ✅ Practical Tips for Beginners: Provided actionable advice on starting video production, including recommended equipment like microphones and ring lights, and technical guidance on crafting compelling video thumbnails.   About Charlie Cooper Charlie Cooper is a seasoned video production manager at Dealer Synergy, renowned for his expertise in video creation and editing within the automotive industry. With over three years of experience at Dealer Synergy, Charlie has been instrumental in producing a wide range of video content, including internal videos, training modules, TV commercials, and more. Educated at the University of the Arts in Philadelphia, Charlie boasts a rich background in video editing, lighting, and directing, supplemented by a robust understanding of social media marketing and brand building. His multidisciplinary skills and creative vision make him a vital asset to the Dealer Synergy team!     Leveraging Video and AI for Success in Car Sales: A Comprehensive Guide Key Takeaways The Power of Branding: Branding in the automotive industry enhances engagement and fosters a trustworthy salesperson-buyer relationship. Importance of Video: Combining visual, auditory, and emotional elements maximizes communication effectiveness and reshapes customer perceptions. AI and Technology Use: Embracing technology, particularly AI, accelerates video content creation and optimization, providing a competitive edge in the marketplace.   Video marketing is revolutionizing the car sales industry, as evidenced by Sean V. Bradley and Charlie Cooper's insights from their dynamic discussion on the Millionaire Car Salesman podcast. The evolving role of salespeople in utilizing branding, video, and technology to enhance sales strategies underscores the importance of adapting to new digital trends. This article delves into the central themes emerging from their discourse, providing a roadmap for sales professionals to enhance their practices. The Impact of Branding in Automotive Sales Branding in the automotive sector is more than a logo; it's the foundation for creating lasting engagement and trust with your audience. As Charlie Cooper astutely points out, "Branding creates engagement, and engagement creates conversation." This conversation, in turn, results in buyers identifying with the seller, which is crucial for overcoming the longstanding negative stereotypes associated with car salespeople. It's about shifting the connotation from a "scumbag car salesman" to an approachable automotive consultant. Understanding that branding impacts every aspect of communication encourages salespeople to integrate it into all interactions. Charlie emphasized the significance of personal branding, explaining, "When you have weak branding, it creates a disconnect between the seller and the buyer." Recognizing this disconnect is vital as branding fundamentally influences a consumer's decision-making process. Harnessing the Power of Video Communication Video is a transformative tool in car sales, enhancing both communication and customer perception. As outlined in the podcast, video combines sight, sound, motion, and emotion, contributing to a comprehensive communication experience. Sean V. Bradley breaks it down with statistics, noting that "55% of communication is visual perception and body language, 38% is sound and inflection, and only 7% are the words we use." Considering these figures, the inherent power of video is undeniable. The medium allows salespeople to narrate authentic stories, demonstrate expertise, and, crucially, dismantle negative stereotypes about car sales professionals. Incorporating video testimonials, reviews, and personalized content can help prospects feel a more substantial trust and connection with the salesperson. Building a storyboard around these elements emphasizes a seamless buyer's journey while reinforcing the dealership's credibility. Embracing AI and Emerging Technologies In today's fast-paced digital market, employing AI and cutting-edge technologies like video editing tools is no longer optional but essential. Sean marvels at the possibilities AI presents, noting how it can instantly assist in optimizing videos with strategic keywords, generating titles, and even offering video outline ideas. With platforms like TikTok offering sophisticated yet intuitive editing features, even those intimidated by technology have accessible avenues to improve their video marketing efforts. Charlie's recommendation for utilizing TikTok's editing suite demonstrates a revolution in user-friendly video production. These in-app capabilities "maximize short-form content without needing a deep technical background," making entry-level video content creation possible for everyone. Indeed, the strategic use of AI tools can significantly enhance video quality and increase reach through effective social media strategies. AI also streamlines the optimization process, allowing videos to reach a targeted local audience, increasing the likelihood of customer engagement. As Sean puts it, understanding how to "geotarget search" effectively positions salespeople to leverage local SEO potentials, extending their video's impact beyond traditional marketing. Sales professionals in the automotive industry must integrate branding, video production, and AI technologies into their strategies to stay competitive and relevant. By cultivating a solid personal brand, leveraging the multifaceted communication power of video, and utilizing AI-driven tools for video creation and optimization, salespeople can significantly enhance their reputation and effectiveness. The future of car sales thrives at the intersection of traditional personal connection and cutting-edge digital innovation, and those who embrace this hybrid approach will undoubtedly lead the charge in transforming industry practices.     Resources + Our Proud Sponsors: ➼ The Millionaire Car Salesman Facebook Group: Join the #1 Automotive Sales Mastermind Facebook Group with over 29,000 automotive professionals worldwide. The Millionaire Car Salesman Facebook Group is the go-to community for car salespeople, BDC agents, sales managers, general managers, and dealer principals looking to increase performance, income, and leadership skills. Inside the group, members collaborate daily on automotive sales strategies, lead handling, phone scripts, closing techniques, CRM best practices, dealership leadership, and accountability systems. Learn directly from top automotive trainers, industry mentors, and high-performing sales leaders who are actively winning in today's market. If you're serious about growing your automotive career, increasing car sales, and building long-term success, join The Millionaire Car Salesman Facebook Group today! ➼ Dealer Synergy: Dealer Synergy is the automotive industry's #1 Sales Training, Consulting, and Accountability Firm, with over 20 years of proven dealership success nationwide. We specialize in helping car dealerships increase sales, improve processes, and build high-performing Sales, Internet, and BDC departments from the ground up. Our expertise includes automotive phone scripts, rebuttals, CRM action plans, lead handling strategies, BDC workflows, Internet sales processes, management training, and accountability systems. Dealer Synergy partners directly with dealership leadership to align people, process, and technology, ensuring consistent results and scalable growth. From independent dealers to large dealer groups and OEM partnerships, Dealer Synergy delivers measurable performance improvements, stronger teams, and sustainable profitability. ➼ Bradley On Demand: Bradley On Demand is the automotive industry's most advanced interactive training, tracking, testing, and certification platform for car dealerships — built to develop top-performing teams across Sales, Internet Sales, BDC, CRM, Phone Skills, Leadership, and Management. In addition to LIVE virtual automotive training classes and a library of 9,000+ on-demand dealership training modules, Bradley On Demand now includes AI Phone Roleplaying and Coaching to help salespeople and BDC agents practice real dealership conversations before they ever get on the phone with customers. This AI-powered roleplay technology strengthens phone scripts, objection handling, appointment setting, lead follow-up, and closing skills, while providing measurable coaching feedback for continuous improvement. Bradley On Demand empowers dealerships to train faster, coach smarter, improve call performance, increase closing ratios, and sell more cars more profitably — all through structured, trackable, modern automotive training.

When in sales, it's important to not make mistakes that will cost you the deal. This episode covers the top 7 most common mistakes salespeople make. In this episode we cover the Top 7 Seven Mistakes Every Salesperson Makes. These sales tips are good for salespeople of any level who may or may not need sales training. Have you made these mistakes? Salespeople have a tough job...they have to think ahead, know what to say, and be ready for anything. But we should always be prepared to not make these mistakes so you can close more deals. Rob has done every single one of these so you don't have to.

In this episode of the Un-Billable Hour's Seat at the Table: Get past the stigma: Law firms sell a service, and that's no different than any other service business. It makes sense to hire a sales pro to find and sign customers What makes for a good non-attorney sales pro? What skills do you look for and where do you find them? Attorneys practice law. They aren't trained in sales. Don't waste time giving free advice during a “consult.” Let a sales professional sign the client, then focus on solving their problem. Take a “seat at the table,” with host Christopher T. Anderson and guests Rob Leitner and Elliot and Erik Alicea, experienced pros in building and running successful law firms. In this episode, law firms have grappled for a while with the idea of employing non-attorney salespeople to drive leads. That discussion is probably over, it's time to talk about maximizing the value of these sales professionals.  Let's remove the stigma, law firms sell services. And lawyers aren't salespeople. Hire a pro. Whether you call them salespeople or client/attorney liaisons or whatever else, the job of non-attorney salespeople is to welcome clients to the firm while ensuring the firm is a good fit for them, and the clients are a good fit for firm. But who are they? Where do you find them? Remember, this is the face of your firm. You're looking for “personality plus,” meaning empathy, an understanding of the firm's role and culture, and conversation skills. They don't need legal skills, they need sales skills, that might include pros from high end car dealers or luxury item sales, even real estate professionals. In this episode of the Un-Billable Hour's Seat at the Table, our panel of practice management and marketing professionals share inside tips for finding non-attorney sales pros to represent your firm, how to train them, and how to turn that hire into profit. Mentioned in This Episode: Dyson Vacuum Commercial, YouTube Clio ClioCon 2026, Oct. 26-27, 2026 Legal Talk Network Unbillable Hour

In this episode, Aaron sits down with Rick Goyette, owner of All Mark Signs and Graphics, to discuss the "total teardown" of a legacy family business. Rick shares how he applied 30 years of corporate operations experience to move All Mark from a safety signage focus to a high-end custom project management powerhouse.They dive deep into the modern realities of the sign world: why answering the phone is your greatest competitive advantage, how to successfully manage a global remote design team, and when to pull the trigger on vertical integration for in-house installation and UL certification.