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take the Web seminar route, you must build excellent follow-up pieces that keep the prospect hot on the idea. If my salespeople talk to the prospect on a Monday and set up an appointment for two days later, the prospect will get three communication pieces from us. One comes immediately to confirm the appointment and sell the heck out of the content that they’re going to see. The next day the prospect will get a brief one-page letter from another executive who has seen the material and is raving about how valuable it was. Then the day of the appointment, the prospect will get a second letter raving about how good the content is. Recently, we developed a worksheet that requires prospects to fill in the blanks. The prospects look at the blanks and their brains says: “Wow, I want to know the answer to that question.” For example, our worksheet has things like “[blank] is the single most important trait shared by entrepreneurs who grow their company to $100 million per year and beyond.” The worksheet has two pages of teasers like that. When we started offering this worksheet, our show-up rate to the Web seminar increased by 20 percent.

Conclusion

An education-based Dream 100 strategy has worked again and again to help many companies penetrate impenetrable accounts or to attract those best buyers in the best neighborhoods. The biggest weakness I notice when I see companies utilize this strategy is that either they are too inconsistent or they give up too quickly. Remember that getting the best buyers is a process—not a single event. It’s a campaign to stay in their face forever. This might not replace what you’re doing now, but it should at least be an additional effort that you police really well through your organization. So while you are doing every thing else you’re doing, make sure you have a consistent and constant additional effort to go after those best buyers. And then make sure you treat them like they are special once they get into your realm. To build the Ultimate Sales Machine, you must devote machinelike precision to chase and tackle those dream prospects.

Sales Skills

The Deeper You Go,

the More You Will Sell

Most companies leave far too much of the sales process up to individual salespeople. Yet, to create the Ultimate Sales Machine you must work as a team, utilizing every one’s brainpower to drill down, perfect, and procedurize each aspect of the sales process. In this chapter we combine workshop training with the perfect sales process for any company that wants to slaughter the competition and be king of the jungle. Star salespeople will improve on every thing you give them, but at least if you set standards, you know the minimum performance of each person on your team. Without this kind of training, the interaction with the buyer can vary enormously depending on the mood, skills, attitude, and training of that salesperson. If you could be a fly on the wall during a sales call with your salespeople, you might be horrified to hear some of the things they are saying.

Sales is a science that has been studied and well defined. This chapter gives you a simple blueprint for creating sales activities that work. As the top producer in every sales job I’ve ever had, I have dedicated myself to understanding the science of sales. This is not some abstract theory. It is the result of in-depth experience in the trenches on the front lines of capitalism, as a top producer and then as a line executive who increased performance of every sales team I’ve ever worked with. If you don’t understand sales and you haven’t defined it, you can’t improve it.

This chapter outlines the seven steps that every salesperson should go through in influencing a buying decision. The key for any company is to create the policies and procedures you learn here and work with your sales team to consistently follow them. As I’ve mentioned, I give spot quizzes, ensuring that my sales team can define every inch of the sales process. All sales reps and managers should be able to answer specific questions, like, “What are the five