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PurposeThe purpose of this article is to examine the relations between important sales presentation skills and salesperson job performance.Design/methodology/approachData on each construct in the model was gathered and the relations analyzed using LISREL software.FindingsSalesperson experience, and to a lesser degree training, underlie sales presentation skills. Salesperson skill at using adaptive selling techniques and closing are related with increased performance.Research limitations/implicationsAdditional sales skills need to be considered and salespeople other than those in the B‐B environment should be studied.Practical implicationsSales managers are urged to ensure their B‐B salespeople develop their skills in adaptive communication and closing as one means to improve sales performance.Originality/valueThe findings highlight the importance of salesperson experience and training in developing the skills that contribute to sales performance.

BDebunks the myths of the traditional rules of presentations/b In today's commodity-based marketplace it is harder than ever to differentiate even the most superlative services and products. The sales presentation provides the most powerful opportunity to do so. iMake It All About Them/i reveals the truth behind the traditional rules of presentations and offers sales professionals a new way forward. It explains why focusing on three key points trumps a presentation full of details, why plain English always wins over jargon, why the audience doesn't need to know how important you are but how important they are, and other effective tactics.ulliProvides quick and useful concepts and tools to help salespeople break through the "we have always done it this way" mentality that is so prevalent in corporate America/liliAuthor Nadine Keller is founding partner of Precision Sales Coaching & Training with more than twenty-five years of experience in sales and sales leadership coaching and consulting/li/ul This unique approach will allow you to deliver a winning presentation every time by making it all about your audience

PurposeThis exploratory research aims to examine the commonalities and differences in how buyers and sellers perceive and characterize an effective sales presentation in an attempt to present issues/themes that may help start a dialogue into the theoretical underpinnings of effective sales presentations.Design/methodology/approachThe paper consists of a qualitative study involving both salespeople and buyers.FindingsThe study uncovers three common themes of an effective sales presentation – knowledge, adaptability, and trust – but exposes a gap between buyer and seller expectations and perspectives of these themes.Practical implicationsThe findings provide insight for business‐to‐business (B2B) salespeople and managers as to what buyers and sellers consider characteristic of an effective sales presentation.Originality/valueBy focusing on how the two main parties to an exchange – the buyer and seller – define what makes an effective sales presentation, this paper adds knowledge to the area of B2B sales research.

Various long-term radioactive waste management options have been considered in order to protect humans and the environment both now and in the future. Most experts worldwide agree that disposal in engineered facilities, or repositories, located in appropriate formations deep underground, provide a suitable option.

Document for sale by the Superintendent of Documents, paper, $1.50. ; [Supersedes the manual, Standards of presentation, published by Headquarters, Army Service Forces, in May 1946 and Graphic presentaiton chanpter, Standards of statistical presentation, Mar. 1955.] ; Apr. 1966. ; Fol. ; Cover title. ; Includes bibliographical references (page 135). ; Mode of access: Internet.

Eighty percent of all sales are made by just twenty percent of sales people. What's surprising to discover is that those top professionals perform only a bit better than their peers in certain critical areas. By excelling in these capabilities, you can earn money faster, have more success, and gain greater career satisfaction than you ever thought possible. Brian Tracy reveals how anyone can get that winning edge. He shares 21 techniques to: set clear goals and achieve them; develop a sense of urgency and make every minute count; stay motivated; know your products inside and out; analyze your competition; identify competitive advantage; develop your sales strategy; find and quickly qualify prospects; create rapport early and build trust; understand the three keys to persuasion; master effective presentation; use the power of suggestion; establish "megacredibility"; overcome the six major objections; ask for action; and advance your career by following up. --

Intro -- Contents v -- Acknowledgments xvii -- 1 Introduction: Why Study Sales Consulting? 1 -- 2 An Overview of the Sales Process 7 -- Definition of the Market 8 -- Marketing Campaigns 8 -- Lead Qualification 9 -- Request for Proposal 10 -- Discovery and First Customer Engagement 10 -- Propose and Demo 11 -- Evaluation (Optional) 12 -- Negotiations: Close or LoseŠGetting the Deal 12 -- Ongoing Account Management: Upsell Opportunities and Postsales Support 12 -- Summary 13 -- 3 Lead Qualification 15 -- Lead Quality 17 -- Effective Lead Qualification 20 -- Internal Roles in the Lead Qualification Process 23 -- Lead Qualification in Action: Three Common Scenarios 25 -- Summary 27 -- 4 The RFP Process 29 -- Creation of an RFP 29 -- Basic Rule of RFPs 30 -- The Go/No-Go Decision 31 -- Handling Deadlines 33 -- Strategies for Avoiding an RFP 34 -- Completing the RFP 35 -- Presentation and Follow-Up 36 -- Summary 37 -- 5 Needs Analysis and Discovery 39 -- Overview 39 -- Why Discovery Is Critical 40 -- The Seven-Step Needs Analysis Approach 41 -- Customizing the Discovery Process 53 -- Summary 56 -- 6 Successful Customer Engagement 59 -- First Contact 60 -- Identify the People You Need to Know 63 -- Coaches 65 -- Credibility 69 -- Summary 70 -- 7 The Perfect Pitch 71 -- Nonverbal Delivery Skills 72 -- Verbal Delivery Skills 74 -- Developing a Focused Message 76 -- Special Situations 78 -- Using Nervous Energy to Your Advantage 81 -- Summary 83 -- 8 The Dash to Demo 85 -- Why Does the Dash to Demo Occur? 87 -- What Is The Product ? 87 -- Failing to Plan Is Planning to Fail 88 -- Logistical Implications 90 -- The Agenda 91 -- Preparing the Way 91 -- The Audience 92 -- Checkpoint Charlie 95 -- Summary 96 -- Appendix 8A: Sample Agenda 97 -- 9 Evaluation Strategies 99 -- Developing the Strategy 99 -- How to Win: Determining the Success Criteria 101.