marter to destroy the competition.

Step 3. Outline where your prospect wants to go with this change. Gain agreement from the prospect. Update this outline often.

Step 4. Outline names and titles of key personal effected by the change and understand how change will effect them and their staff. Sell them on your solutions.

Step 5. Design a time line listing the actions you must take with on this time line that ends on a date for change must accuse.

Step 6. Weekly validate your time line and make any adjustments needed and have them approved by the director of change/decision maker within the prospect company.

Step 7. Three weeks before the change must be agreed upon take your agreement to the prospect for a decision making review.

This is also a trail close. Ask for the order with you pe

THE EYE OPENER

Change is the word used to describe the transition that occurs from same to different. This transition can effect different things in different ways. If you move a house plant from one location to another the plant may get plant shock. When seasons change from summer to fall many people will become ill with the flu. Moving ones place of residents is described as the most radical of changes in a persons life. Another change is the inducing chemicals to the human body coursing an imbalance thus creating an adverse reaction. Businesses will respond in much the same manner.

A negative reaction will occur when ask to change. When you ask your prospect to make a decision on your products or services you are creating change thus creating an environment for a negative reaction. Change is best served when it evolves in a progressive and unmistakable manner. That house plant if just moved a few foot per day to the other side of the room has no plant shock. Wrap your body in fall clothing and covering your head will prevent illness according to Cora Mims. Medicines taken in smaller douses allow the body to adjust thus no negative reaction to the change. The same rule applies in business-to-business selling. Walk, don’t run is the process method. Allow the process to evolve and advance at a pace agreed upon by you, and your prospect business. Adding value to each step.

Features
GRADUAL- Change must be accomplish by degrees. A step-by-step process is the key to getting a prospect to agree to purchase your solution. Crawl, walk then run will insure a win every time. Start the change off slow and easy.

PROTECTIVE-Guarded is the watch word of the day when asking a prospect to make a decision. That change will effect the status of their job, effect how his/her peers view them in the future and that decision/change can effect the home life of the decision maker. As good as your solution is to you it maybe the wrong thing to that decision maker. You must offer some protection with your solution. Protection to eliminate the risk and cover damage.

MEASURED-A tea spoon full or a shovel full. Which solution is best to solve the pending problem? Many times a tea spoon is easer to swallow than a shovel. It cost less, it has less risk and it moves through the system with out interruption of day to day function. Don’t use a cannon to kill a fly.

COMFORTED- Ask anyone what they desire most in life and you will get many different answers. Every answer will lead back to one word comfort. They want a new car, more money larger home, better spouses, smarter children or a beautiful garden. They want all these thing because they need to be comfortable. Have you made the prospect comfortable with your solution. How? Ask the question. Are you comfortable with the solution as designed. Ask as many times as you can.

Action to be taken
SEVEN STEP IN THE EVOLUTION

Step 1. Understand clearly the mission of the company's changes. Relate these changes directly to your product or service. Outline the value in the smallest of detail. Explain them as though you are speaking to a three year old child.

Step 2. Locate where you are at this time and place within the company’s buying process. If you are anywhere but the start of the process you must work smarter to destroy the competition.

Step 3. Outline where your prospect wants to go with this change. Gain agreement from the prospect. Update this outline often.

Step 4. Outline names and titles of key personal effected by the change and understand how change will effect them and their staff. Sell them on your solutions.

Step 5. Design a time line listing the actions you must take with on this time line that ends on a date for change must accuse.

Step 6. Weekly validate your time line and make any adjustments needed and have them approved by the director of change/decision maker within the prospect company.

Step 7. Three weeks before the change must be agreed upon take your agreement to the prospect for a decision making review.

This is also a trail close. Ask for the order with you pen

evolves in a progressive and unmistakable manner. That house plant if just moved a few foot per day to the other side of the room has no plant shock. Wrap your body in fall clothing and covering your head will prevent illness according to Cora Mims. Medicines taken in smaller douses allow the body to adjust thus no negative reaction to the change. The same rule applies in business-to-business selling. Walk, don’t run is the process method. Allow the process to evolve and advance at a pace agreed upon by you, and your prospect business. Adding value to each step.

Features
GRADUAL- Change must be accomplish by degrees. A step-by-step process is the key to getting a prospect to agree to purchase your solution. Crawl, walk then run will insure a win every time. Start the change off slow and easy.

PROTECTIVE-Guarded is the watch word of the day when asking a prospect to make a decision. That change will effect the status of their job, effect how his/her peers view them in the future and that decision/change can effect the home life of the decision maker. As good as your solution is to you it maybe the wrong thing to that decision maker. You must offer some protection with your solution. Protection to eliminate the risk and cover damage.

MEASURED-A tea spoon full or a shovel full. Which solution is best to solve the pending problem? Many times a tea spoon is easer to swallow than a shovel. It cost less, it has less risk and it moves through the system with out interruption of day to day function. Don’t use a cannon to kill a fly.

COMFORTED- Ask anyone what they desire most in life and you will get many different answers. Every answer will lead back to one word comfort. They want a new car, more money larger home, better spouses, smarter children or a beautiful garden. They want all these thing because they need to be comfortable. Have you made the prospect comfortable with your solution. How? Ask the question. Are you comfortable with the solution as designed. Ask as many times as you can.

Action to be taken
SEVEN STEP IN THE EVOLUTION

Step 1. Understand clearly the mission of the company's changes. Relate these changes directly to your product or service. Outline the value in the smallest of detail. Explain them as though you are speaking to a three year old child.

Step 2. Locate where you are at this time and place within the company’s buying process. If you are anywhere but the start of the process you must work smarter to destroy the competition.

Step 3. Outline where your prospect wants to go with this change. Gain agreement from the prospect. Update this outline often.

Step 4. Outline names and titles of key personal effected by the change and understand how change will effect them and their staff. Sell them on your solutions.

Step 5. Design a time line listing the actions you must take with on this time line that ends on a date for change must accuse.

Step 6. Weekly validate your time line and make any adjustments needed and have them approved by the director of change/decision maker within the prospect company.

Step 7. Three weeks before the change must be agreed upon take your agreement to the prospect for a decision making review.

This is also a trail close. Ask for the order with you pe

d is the watch word of the day when asking a prospect to make a decision. That change will effect the status of their job, effect how his/her peers view them in the future and that decision/change can effect the home life of the decision maker. As good as your solution is to you it maybe the wrong thing to that decision maker. You must offer some protection with your solution. Protection to eliminate the risk and cover damage.

MEASURED-A tea spoon full or a shovel full. Which solution is best to solve the pending problem? Many times a tea spoon is easer to swallow than a shovel. It cost less, it has less risk and it moves through the system with out interruption of day to day function. Don’t use a cannon to kill a fly.

COMFORTED- Ask anyone what they desire most in life and you will get many different answers. Every answer will lead back to one word comfort. They want a new car, more money larger home, better spouses, smarter children or a beautiful garden. They want all these thing because they need to be comfortable. Have you made the prospect comfortable with your solution. How? Ask the question. Are you comfortable with the solution as designed. Ask as many times as you can.

Action to be taken
SEVEN STEP IN THE EVOLUTION

Step 1. Understand clearly the mission of the company's changes. Relate these changes directly to your product or service. Outline the value in the smallest of detail. Explain them as though you are speaking to a three year old child.

Step 2. Locate where you are at this time and place within the company’s buying process. If you are anywhere but the start of the process you must work smarter to destroy the competition.

Step 3. Outline where your prospect wants to go with this change. Gain agreement from the prospect. Update this outline often.

Step 4. Outline names and titles of key personal effected by the change and understand how change will effect them and their staff. Sell them on your solutions.

Step 5. Design a time line listing the actions you must take with on this time line that ends on a date for change must accuse.

Step 6. Weekly validate your time line and make any adjustments needed and have them approved by the director of change/decision maker within the prospect company.

Step 7. Three weeks before the change must be agreed upon take your agreement to the prospect for a decision making review.

This is also a trail close. Ask for the order with you pe

answer will lead back to one word comfort. They want a new car, more money larger home, better spouses, smarter children or a beautiful garden. They want all these thing because they need to be comfortable. Have you made the prospect comfortable with your solution. How? Ask the question. Are you comfortable with the solution as designed. Ask as many times as you can.

Action to be taken
SEVEN STEP IN THE EVOLUTION

Step 1. Understand clearly the mission of the company's changes. Relate these changes directly to your product or service. Outline the value in the smallest of detail. Explain them as though you are speaking to a three year old child.

Step 2. Locate where you are at this time and place within the company’s buying process. If you are anywhere but the start of the process you must work smarter to destroy the competition.

Step 3. Outline where your prospect wants to go with this change. Gain agreement from the prospect. Update this outline often.

Step 4. Outline names and titles of key personal effected by the change and understand how change will effect them and their staff. Sell them on your solutions.

Step 5. Design a time line listing the actions you must take with on this time line that ends on a date for change must accuse.

Step 6. Weekly validate your time line and make any adjustments needed and have them approved by the director of change/decision maker within the prospect company.

Step 7. Three weeks before the change must be agreed upon take your agreement to the prospect for a decision making review.

This is also a trail close. Ask for the order with you pe

marter to destroy the competition.

Step 3. Outline where your prospect wants to go with this change. Gain agreement from the prospect. Update this outline often.

Step 4. Outline names and titles of key personal effected by the change and understand how change will effect them and their staff. Sell them on your solutions.

Step 5. Design a time line listing the actions you must take with on this time line that ends on a date for change must accuse.

Step 6. Weekly validate your time line and make any adjustments needed and have them approved by the director of change/decision maker within the prospect company.

Step 7. Three weeks before the change must be agreed upon take your agreement to the prospect for a decision making review.

This is also a trail close. Ask for the order with you pen in hand. At this point you will get a clear picture of where you stand.