Sales manager should be perceived as someone who could bring value and help solve business issues. If you cannot improve the client’s condition, then you should stop taking the client’s money.

1. NEW SALES. SIMPLIFIED: THE ESSENTIAL HANDBOOK FOR PROSPECTING
AND NEW BUSINESS DEVELOPMENT
BY MIKE WEINBERG
Sales are more about listening carefully the customers and less racing
with competitors, pushing similar product or offering lower price. Sales
manager should be perceived as someone who could bring value and
help solve business issues. If you cannot improve the client’s condition,
then you should stop taking the client’s money.

2. ABOUT BOOK
 New Sales. Simplified. is one of the best selling books on Amazon.com
 Landing on HubSpot’s Top 20 Sales Books of All Time
 Packed with examples and anecdotes, the book offers a proven formula for developing, and
closing deals. With refreshing humor, author, sales expert, Mike Weinberg, examines the critical
mistakes made by most salespeople and executives and provides tips to:
 How to build trust bridge with the customer/client
 How to use all sales weapons in efficient way
 How to draft customer-focused “sales story’’

3. ABOUT AUTHOR
 More than 30 years experience in sales
 Covering Wal-Mart business as a Regional Sales Manager of Slim Fast Foods
 Co-founder of Sales Force One
 The New Business Sales Coach
 Author of three best selling books on Amazon.com:
- New Sales. Simplified
- Sales Management. Simplified
- Sales Truth

4. ANNUAL BUSINESS PLAN: 5 COMPONENTS
 Goals. What You Are Going to Achieve. It is important to start with the end in mind. The plan
should declare personal goals for the year
 Strategies. How You Are Going to Do It. The goals are the “what” and the strategies are the “how.”
This is the place to spell out how you plan to attack the market and where the business is going to
come from
 Actions. Specific Sales Activities You Will Commit To. List key activity metrics you will measure,
monitor, and hold yourself accountable to reach
 Obstacles. What’s in the Way? Failure is not an option and we don’t believe in excuses. Put them
on the table so that they can be addressed, and ask for help or assistance in areas where you need
it
 Personal Development. How You Plan to Grow This Year. What are the areas you would like to
develop to increase your skills, become more effective, or further your career
** When the company goes in blind“ spray and pray” strategy is the only one

5. BUYERS BUY FROM SELLERS THEY LIKE &
TRUST. WHAT ELSE NEEDED?
 Passion. If sales manager is not excited about selling product, then almost impossible to make
buyer interested in.
 Responsible. Sales winners take full responsibility for results. They don’t whine and complain.
 Respectful. Being late to the party may be fashionable in the social scene, but it can be deadly in
new business development.
 Emotional quotient. EQ is a measure of emotional and social intelligence. It involves ability to
manage emotions, relationships, and people’s perceptions of us. All of those are kind of a big deal
for sales managers. Low EQ, low performance.
 Personal growth. Invest in books & seminars, find cool blogs and start following their authors. If
you’re not growing, then you’re dying.

6. NOT TO DO LIST: TYPE OF SALES
MANAGERS
 Babysitting. Spending 95 % of the time babysitting existing customers. That sounds a lot more
like a customer service than a sales role.
 Corporate Citizen. They would rather clean up restrooms as a charity than seat opposite of
the unknown, new, buyer and pitch the product.
 Not Owning The Sales Process. It affects effectiveness since a lot of time has been wasted.
 Not Protecting Calendars. Only sales managers that dedicate blocks of time on their calendar
for customer’s activity consistently succeed at acquiring new business.

7. SUCCESS: JUST DO OPPOSITE
 Don’t wait! Just do it!
 Hope is for losers! Don’t allow yourself to become a prisoner of hope to a precious few deals and stop working the
process to create new opportunities.
 You can’t effectively tell the sales story! Just practice!
 Don’t be late to the party! Sales is already-in-progress game.
 Don’t be negative & pessimistic! Sellers always see the light in the end of tunnel.
 Don’t improvise phone call! Make plan and your goal clear.
 You are not coming across as likable or are not adapting to your buyer’s style! Listen more instead talk.
 Don’t babysit/overserve your existing accounts! Use that time to search for new customers.
 Don’t be corporate citizen! You are too busy playing good corporate citizen and helping everyone else.
 Don’t skip sales phase!. Make sure that you own sales process.
 Don’t allow buyers to manage your time! Just use calendar and protect your time.
 Don’t die! Invest time & energy for personal growth.

8. IT’S NOT ONLY SELLER!
COMPANY IS MORE RESPONSIBLE.
 To be aware: Sales is a unique profession
 To create a culture that promotes sales success

9. THE NEW SALES DRIVER
A. Select targets
B. Create and deploy weapons
C. Plan and execute the attack

10. TARGETS.
WHAT IS THE IDEAL NUMBER OF CLIENTS?
 The list of customers is alive. It requires investment of the time/research all the time
 Auto Pilot Mindset is not a mindset of sales manger
 Workable. Target lists should be finite, focused, written, and workable. Too many accounts
and they don’t get the deserved attention. Too few and the salesperson runs out of targets
to call and ends up surfing the Internet. Depending on the sales cycle, the level of difficulty
gaining access to a prospect, and other account management responsibilities charged to
the salesperson, the appropriate number of targets should be determined for a defined
period of time. The key is to create a target list that can be worked effectively and
thoroughly over that defined period.

11. SEGMENTATION
1. Size. Focus onto largest customers, in terms of $ spends, not in terms of structure
2. Growth. Focus onto most growable—best opportunity for incremental revenues
3. Risk. Most At-Risk, highest probability of losing their business. Do your best. If you
lose them, accept it as a normal & bitter piece of the business.
4. Others. Customers that do not qualify for any of the previous three categories
**They might be classified into three categories:
A. B. C.
Targeted Active Hot

12. THE BETTER OUR WEAPONRY, THE MORE
CONFIDENTLY WE HEAD INTO BATTLE.
 How closely does the profile of your “best accounts” align with the profile of the target
accounts on your prospect list?
 What must be done to ensure your target list is finite, focused, written, and workable?
 If managing an existing book of business or territory, how can you better segment the
accounts to ensure a focus on customers who can most greatly impact results?
 Which resources can you more effectively utilize to identify strategic target accounts?
 What would it take for you to get excited about targeting contacts higher up in your
accounts?

13. ARSENAL OF THE SALES WEAPONS
 Sales Story- The Pitch: the most important weapon
 Networking
 Social Media: To engage & promote
 E-mail
 Proactive Phone Call
 Traditional Printed Marketing Materials: brochures, catalogs, and info sheets
 Digital Marketing: Blogs, Podcasts, Online Videos (YouTube), and Webinars
 White Papers
 Face-To-Face Meeting
 Probing Questions: Asking great questions might be more important than presentations
 Case Study: How we’ve helped other clients are powerful evidence that what we sell is real
 Other: Samples & Demos; Trade Shows; Facility Tours, Entertainment; References

14. THE POWER OF THE STORY COMES FROM LISTING THE
PAINS WE REMOVE, THE PROBLEMS WE SOLVE, AND THE
RESULTS WE HELP CLIENTS ACHIEVE
 Premium price requires a premium story
 It should be different and sticky
 High-Profit Selling: Win the Sale Without Compromising on Price
 Story Must Pass the “So What?” Test. This is the best way to learn the power of the story
 There are 3 critical building blocks to a compelling sales story:
- Client issues addressed (customer’s pain we remove; problems we solve;
opportunities we help customers capture)
- Offerings (what we do—the services, solutions, or products)
- Differentiators (why we are better and different from other alternatives)

15. SELLER IS PROBLEM SOLVER
 When we lead with client issues, we get a prospect’s attention fast
 We’re no longer viewed as the typical product-pitching sales rep that buyers try to avoid at all
cost. Instead, we’re seen as experts with solutions positioned to open a dialogue about the issues
on the prospect’s mind
 No Issues = No Sale
 If the issues we address don’t interest them and there is no reaction on client's side, no need to
bother anymore. Just move forward

16. USEFUL REMARKS
 You can learn a lot more about a business by watching what’s going in and out of the back door
than the front door
 Too much ego + Too little cash = Short-lived partnership
 Big client is big risk- you fall in love and focus all your attention on dinosaurs but in the reality you
ended up with the hope! All clients are important
 Customers are not interested in what you do; only what you can do for them
 Stop talking about yourself/company and begin leading with the issues, pains, problems,
opportunities, and results that are important to your customer
 “We don’t sell cosmetics, we sell hope.”- Charles Revson, founder of Revlon
 When you find the problem don't skip to the next topic. Stay and dig for awhile. Pour more salt to
the wounds. Let client to bleed more & increase chance to sell
 Buyers detect insincerity as quickly as they can smell cheap cologne
 Sales is the game of numbers. More meetings you set, more chances to sell

17. TO READ:
 High-Profit Selling: Win the Sale Without Compromising on Price.
 Sales Management. Simplified
 Sales Truth
 TheSalesBlog.com