CUTTER CONSULTING GROUP

E42: Q&A Week: How to gain confidence as a salesperson

December 28, 2023



What are some good tips to gain your confidence as a salesperson?

In this episode, I go into depth answering one question that I have received a lot over the years:


What are some good tips to gain your confidence as a salesperson?



If you have any sales or mindset related questions, send me a message through the contact page or via LinkedIn.

  • Show Transcript

    On this episode I’m going to try to tackle some more sales related questions and keep the episode under 10 minutes. Welcome to Episode 42 of The Sales Experience Podcast.


    I am so excited for this week for pulling up some questions that I’ve received in the past or seen online and trying to answer them the best I can, in a one way conversation, throwing out information as best as possible.


    My goal for these episodes is always to keep them under 10 minutes and to keep them very valuable and useful so that in your daily journey in short bursts, you can get some value and useful information to help with your sales career.


    Yesterday, obviously, I went over 10 minutes. Hopefully, it was worth it answered three questions, I had a whole ton that I wanted to go through some to pick up where I left off yesterday. And as always, make sure you subscribe, download these episodes every day.


    They’re available Monday through Friday. And if you’re on iTunes, if you could rate it, leave a comment, all of those ratings and comments really helped both for me and feedback to know that people are liking this and the direction’s going is fitting with what you’re looking for.


    And then on the flip side, also helping people who are looking for new podcasts to listen to come across the show, want to see some social proof, read some comments, see some ratings, see if it’s going to be valuable for them as they decide whether they want to download episodes or not. So if you could do that, I always appreciate it. But until then, let’s jump into some questions and see how far we can get through today.


    The first question that I’ve got, that I want to tackle is, what are some good tips to gain your confidence as a salesperson?


    And this one is so important. Whether you’re brand new to sales, you’ve never done sales, you’re thinking about getting into it, and you’re not sure, because you look at experts, you look at professionals, you look at someone who’s operating at a high level that you either bought from and were amazed by, or you see online.


    You know, thanks to social media, and YouTube and Google and LinkedIn, Facebook, Instagram, all those different things, you can come across so many different people, whether they’re experts or not, and you can absorb their content. And sometimes that may make you feel like you’ve got a long way to go and the gap between where you are and where they are is so big, not sure where to start.


    And so what are the tips that I give people as far as sales, and how to be confident and gain that confidence as you go?


    The number one thing I always tell everyone is to know your strengths. It’s all about self awareness. And I have article on the CutterConsultingGroup.com website if you want to read that. But self awareness is the key so you know what you’re strong at, what are your strengths.


    Now, a lot of advice and old school advice is to look at your strengths and your weaknesses. And then work on fixing your weaknesses and turning them into strengths. I think and I believe with those who say the opposite, which is, know what your strengths are, and then go all in on those strengths and just run with that.


    Now, you always want to know what your weaknesses are, you always want to know where your blind spots are, and you want to take that into account. You do want to improve things in certain ways. And to make sure it’s not detrimental. You don’t want to have weaknesses that actually get in the way of your progress or success, but you want to focus more on your strengths.


    If you’re really good with talking to people, if you’re really good at solving problems, or, you know, doing puzzles and figuring out where the issue might be and how to fix that, that is key, especially in sales. If you’re good at relating to people having conversations, if you’re okay with where conversations may go and that spontaneity of it. Or even if you need it to be planned. And that’s one of your strengths, understand that and who you are and what you like because that will really help when you get into that comparison game which can be detrimental. And you’ve got to be careful about that.


    If you know your strengths, like you need a script, you have to have it all planned out, I covered this during the behavior weeks. If you find yourself in the analyst group where you don’t like confrontation too much you like to have it planned, you like to have a strategy in place, you probably are the kind of person and I know that I’m this way at points, where you want to have everything written out, you want to know what you’re doing.


    If you’re going to call somebody even if you leave a voicemail, you want to have that planned out and just make sure that it’s done right. Because again, analyst biggest fear is to look wrong, look stupid, look like you make a mistake, have other see that you make a mistake, so you want to plan out.


    If you know that and that’s who you are and once you’re in that framework, you’re really strong and effective and you can get lots done and it’s amazing, just roll with that. If that’s what you need to be strong and get into your strengths, then just go with that and set yourself up for success.


    And so it’s important to know your strengths if you want to be confident and successful in anything. Obviously, we’re talking about sales, but that’s really anything in life. And also cut yourself some slack. Because depending on where you’re at in your life journey, you may not know what your strengths really are. Or you might not be totally in alignment with them yet.


    So. just give yourself time and do a lot of analysis, self awareness and take a look at where you’re really in your zone and what your strengths are, and then go all in on that. Now, that’s step number one for confidence.


    Number two advice that I give to people is believe in what you’re selling. So it’s so important that if you want to be confident in sales, you have to be confident in what you’re selling.


    Is what you’re selling, actually helping other people either change their life, fix something they’ve got that they’re struggling with, improve their life, costume transformation, big or small or is it helping them get to a goal or buy something they need or want something that’s going to bring them joy or happiness?


    If the answer to that is yes, then know that your confidence will build over time when you’re selling something that you know, it’s actually a good thing for other people. If it’s not a good thing, if you’re selling something where deep down inside, you know, it’s not a good thing for people or you having to force it on people that might not be a good fit, or you have to sell it to every single person. Whenever you’re in those situations, that’s tough to have confidence.


    You might have fake confidence, you might seem like you have confidence and you’re outwardly doing it, internally, you’re not in alignment and that’s going to come through. Even at a subconscious level, the people you talk to will pick up on the fact that you don’t really believe in what you’re selling. And when you do that, then it’s tough to have confidence because you’re going to hit a lot of walls and a lot of rejection.


    And that’s not the way to go. When you have something that you’re selling that you believe in, it’s so much easier to be confident in it. And if somebody says no one rejects you, then it doesn’t matter because it’s not about you, it’s about them because you know you’re doing the right thing.


    Third part here for building confidence is fundamentally realize it’s not life or death. Realize that a sales career and what you’re doing, at the end of the day, nobody’s going to die. And so a lot of times people get afraid of saying the wrong thing or doing the wrong thing or losing a sale or upsetting somebody.


    You know, if you’re good person and you’re trying to do the right thing, and it doesn’t happen, they don’t buy you don’t get that sale, whatever it is, keep in mind, it’s not life or death. I’ve been in several situations where it has been life or death or there’s been life on the line in past roles I’ve had where that’s actually the case, I’ll tell you, sales is not like that.


    Now the thing is, our mind tricks us. It makes us think that everything that could go wrong will go wrong, and that it is life or death or your prospects make you feel like it’s life or death. I remember when I was in the mortgage business, the realtors, the people wanting to buy a house, they all acted like it was life or death if they didn’t buy that house or it didn’t close on time or if it didn’t happen, or they didn’t find the right one, like their whole world was going to collapse.


    Just remember, step back a little bit and realize none of it really matters like as far as life or death goes. Keep doing what you’re doing but that’s where you just got to be careful not to take it too personally.


    And the fourth tip I have for building confidence is know why you’re in sales, why do you do what you do? I’ve done episode on this before, during the first week of the podcast, I have an article on the website. There’s so many different resources.


    But the key is to understand why are you in sales? Why do you get up every day? Why do you want to be successful for your goals for something that you’re trying to achieve for money that you’re earning, and then what that is going for, or how it’s an alignment for who you are and what you want to accomplish, and your service to the world.


    Wherever you’re at on all of that spectrum, make sure you understand why you’re doing it because then you’ll have the confidence. If you know I’m doing this because I want to make money, that money is a tool for me to get this or to do that or to build this kind of security, whatever that might be for you, keep digging as deep as possible.


    And then once you have that, that will give you the confidence to do what you need to do; to make extra calls, to push for the sale, to ask deeper questions of your prospect, to get past rejections and not worry about it and then just keep going everyday. So, that one’s key.


    And then the last one, just take massive action as much as you can. There’s something about doing a lot that will build confidence in you. And I think part of that is is when you sit around, and again, I’m speaking from my own experience as well about myself.


    But when you sit around and you spend a lot of time thinking about what you could be doing, should be doing, and then you put some guilt or blame on yourself for what you’re not doing. So, you’re not picking up the phone call, you’re not closing more deals, it’s tough to feel confident when you just go, go, go and give it all you have.


    If you’re working, you’re in an office, you’re in a cubicle and you’re on the phone and you’re doing sales, you’re there, let’s say eight hours a day. I see so many reps who out of eight hours, if they actually work two hours, it’s amazing, but they don’t.


    There’s a lot of hanging out, checking your phone, playing around talking to people getting coffee, you make a call, nobody answers, then you go to the bathroom, then you come back, you think about another call. And then you’ve got to go talk to somebody else. Whatever it is, all that stuff is distracting.


    It’s tough to feel confident about what you’re doing and the success you can create when you’re just procrastinating and delaying and doing everything else other than what you know what you could be doing or should be doing. And so the key is just do massive action. If you’re in that office eight hours a day, you will blow your managers mind, you’ll totally throw them off if you just hustle your face off during those eight hours.


    And again, if you’re in telesales, you’re not going to be able to be on the phone eight hours a day, because that will melt your brain. Like literally you can’t keep that pace. But if you can put in a good 4, 5, 6 hours of phone calls, talk time, availability, if you’re working in retail, you’re talking to people all the time. You know those days when you’re on fire, where you’re just in it all the time, non stop, it just doesn’t stop and you’re going like crazy. At the end of the day, you feel so confident you feel so great.


    If you’re in a call center environment, just make sure you push yourself to that, just don’t stop. Don’t listen to anyone else around you. Don’t get distracted by other people and just go and do as much as you can.


    Leave it all on the field where at the end of the day, you’re just like, boom, that was amazing. Maybe I didn’t close a lot of deals, I did a lot, I feel great, I’m going to come back again and do it tomorrow.


    Hopefully that helps answer this one question in one episode. Come back again tomorrow. I’m going to go through more questions here. And if you have any questions specifically, hit me up like I said on the website or on LinkedIn is a great way to go. And always remember that everything in life is sales and people will remember the experience you gave them.


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By Jason Cutter February 19, 2025
What does it take to build the ideal Sales Experience? Why does it even matter? Maybe you think you already have one. You are a professional sales ops leader. You have put everything you can in place to help your salespeople sell more. You have optimized the processes so that your sales team can focus on one thing – selling. But I promise – even if you think all of that is true, it’s not. The Reality: No Perfect Sales Experience Exists I have never seen any company or team with the ‘ideal’ Sales Experience and operation. And to be honest – I have never built one successfully. Why would I admit that? Because the ideal Sales Experience is aspirational and business, teams, processes, and customer needs/desires are constantly changing. So as soon as you put new processes in place, something else needs to change and evolve. The Scalable Sales Success Iceberg In my Scalable Sales Success Iceberg – there are 24 categories that, when built out, create a scalable sales machine – where you can add in an input and get way more output. I would love to see companies have all 24 categories set up and running optimally. But that’s not even possible – because, as I mentioned, things are always changing. Focusing on the Biggest Levers Here is the key – to build the ideal Sales Experience takes focus on the biggest levers. The ones that, when pulled, create the biggest and best results. There are many processes and systems that you can put in place – but those are going to get you a few percentage points of improvement. Instead of putting it all in here, I want to make you a special offer. Email me at jason@sellingeffectiveness.com with your mailing address, and I will mail you the book that I co-wrote with Nick Glimsdahl called Reasons Not To Focus On The Sales Experience. It will be your starter guide, facilitating the creation of your ideal Sales Experience.
By Jason Cutter February 18, 2025
The Numbers Game Mentality is a Losing Strategy Sales is no longer a “numbers game.” You cannot succeed, long term, by focusing on volume of activity. Making a million dials, sending a million emails, knocking on a million doors (the first two are way easier than that last one) is a scorched earth strategy that will sink your business. You can’t out-dial a bad sales process. It will lead to even more bad online reviews. You can’t out-email a terrible sales funnel process that requires people to jump through poorly planned hoops. You can’t out-knock your way past slimy tactics and bad products/services. The Danger of the "Every No Gets Me Closer to a Yes" Mindset The whole “every no gets me one step closer to a yes” mentally is dangerous. That mindset and strategy assumes that it’s a numbers game. That the only thing that matters is finding the right person who will buy from you. Potentially, no matter what you even say – they are just ready to buy. Not only will this destroy any online reputation you have it will also wreak havoc on your team. It is the fastest and best way to burn out your team. It will lead to a revolving door or hiring, training, and quitting as people realize how unfun the game is you have built and how hard it is to be successful. It will also feel like a mismatch – very few people (and hopefully even less over time) are long-term excited about the business model of calling 500 people a day in hopes of making a few sales. If It’s Not a Numbers Game, Then What Is It? It’s quality over quantity. [Now…note – it does take a certain quantity of activity to fill a sales pipeline. So I am not saying that your sales team can just sit and wait for people to fall into their pipeline with money in hand.] It’s about the Sales Experience. It’s about your team ensuring that they are providing the right and best experience for that potential customer – in a way that sets them up to get into the buying mood and mode. All that matters is the Sales Experience. How can you support your team in terms of the quantity of activity to fill a pipeline, and then the quality of interaction that leads to sales? What Does an Ideal Sales Experience Look Like? What does that look like – the ideal Sales Experience? It’s when your team understands that the potential customer they are speaking with only cares about themselves. They don’t care about the salesperson, your company or the product. They are only focused on themselves. It’s when the Discovery/Empathy portion of the conversation is the most important part. Does your team realize that everything after Discovery – when done right – is just a presentation of the solution? It’s the fact that when you combine the parts of the Authentic Persuasion Pathway (Rapport + Empathy + Trust + Hope + Urgency) that the assumptive close is all you need. If your team is having to ask for the sale they are doing sales wrong. And don’t confuse earning the right to close with asking for the sale. The Sales Leader’s Role in Creating a World-Class Sales Experience Your job as a sales leader is to ensure your team understands that the only thing – above all else – is the sales experience they provide to each potential customer. That customer knows that they have the power and the feeling of unlimited choice. Which means they will decide who to give their money to based on the experience they have with buying from a company. How can you shift your team away from the numbers game mentality to actually providing a world class sales experience to each and every person they speak with?
By Jason Cutter February 17, 2025
The Abundance of Options Today we all have lots of options. While writing this I could speak into my phone and order whatever I want. I can get food delivered before I finish writing this article. I could get a TV delivered to my door before I wake up tomorrow. When someone wants to buy something, they are armed with as much information as they want to access. They can research, read reviews, and watch videos about a product or company. The Shift in Power to the Buyer Because of this, the power balance of sales has shifted away from the salesperson and company to the buyer. Knowledge is power – and they now have all the knowledge they want. With knowing that they have ultimate choice of what to buy (internet and globalization has led to the ability to order anything you want from anywhere…so you are no longer limited to the stores you can drive to and what they have on hand), it means that everything is a commodity in their minds. Nothing is unique or special. Everything is interchangeable. Does the Sales Experience Even Matter? So, this means the sales experience doesn’t matter anymore. There is no reason to put effort into the sales process, the conversations with potential customers. No value in spending time trying to ‘help’ people – since they just view products, salespeople, and companies as interchangeable. You are not special, so there is no benefit in caring. They will walk into your store, and they will decide what they want. They fill out your online for, and they decide if they answer when you call and how the call will go. They walk up to your event/booth, and they decide how the interaction will go and if they want to listen to your elevator pitch. They will let you know if they are interested in moving forward. They will let you know how they want to buy. So, like I said above, there is no real value anymore in the sales experience. Or could it actually be valuable? Is it possible that all that matters IS the sales experience? If people feel they have ultimate information and control of the buying process, how do they decide on what to buy and who to buy from? When I search on Amazon for a product type I have never purchased before, how do I pick? When I want to go shopping for garden supplies for the house, how do I pick where to go? When I need to buy a new fridge, who will I hand my money over to? The cheapest place with terrible service? The place with reasonable prices and great service? The Sales Experience Shapes the Decision I choose based on the sales experience that I will receive. With everything else being equal, I (and I believe most people) will select the place to shop at or the products to buy online based on the experience I receive. To me all that matters is the experience. While I am trying to buy something. Once I receive it – ensure it does what I need it to do. With the feeling of unlimited choices, it can actually be harder now to buy something that in the past. People get into analysis paralysis more often. Which means that for consumers to buy something new they need help. They need a professional salesperson. They need a sales experience that matches their expectations. They want a guide who will help them make the right decision for them, with an experience that goes above and beyond what more people receive any more when they walk into a store, call a company’s toll-free number, or visit a website and have to fill out a form. If you want to succeed in sales – the only thing that matters is the sales experience you provide.
By Jason Cutter February 13, 2025
The Balance of Effort in Sales The blogs this week have been about the other person going most of the way. Whether it’s a prospective customer and your salesperson, where the salesperson truly can’t want the deal or make most of it happen for that customer to truly be successful. On the path for that prospect to becoming a customer, they should go at least 51/49. Whether it’s your team and their manager, the manager can’t want the team to succeed more than the team actually wants it for themselves. It’s not scalable for the coach (manager) to run on the field every play to win the game for the salespeople. What about sales ops processes and systems? What about the tools available to the sales team and the ones that are classified as sales enablement? In a reversal of philosophy, I believe the sales ops processes should go 90, the team should only have to go 10. Why Do We Need Salespeople? Let’s start where it matters – what is the point of having salespeople? I know many owners question the need and desire to have salespeople. They are hard to manage, tough to deal with, always want more money (potentially for doing less work and closing less deals), and are very resistant to change. Of course, that is a generalization. Of course, there are salespeople who don’t check those boxes. However, having worked with a lot of teams in a lot of industries, that generalization isn’t completely wrong or unfair. So if there is even a small part of that which is accurate, why would we even mess with the messiness of having salespeople? Of needing to employ and manage humans? The Human Element in Sales We need them. That’s why. Even in 2025, AI and technology has not successfully replicated the requirements of sales – which is about helping a human (prospect/customer) make the right decision and move outside of their comfort zone to buy something new. It still takes your human (salesperson) to persuade that other human. It’s why I say all the time that its not B2B, B2C, Retail, SaaS, etc. – it’s H2H. Sure, people can buy something online or even in a store without speaking to someone. But if it’s a considered purchase where there are options and decisions to be considered – it still takes a human being involved. That means ultimately your human (salesperson) has one job, and one job only – persuade the right prospective humans to buy. Minimizing Distractions for Salespeople Everything outside of that mission, task, focus is a distraction that takes away from their highest and best use. Imagine if we had a surgeon who had to prep the room, prep the patient, schedule the surgery and meetings, and do all the parts of the surgery themselves. Nope – they show up for the surgery and do what they do best. Then they take off their gown, gloves, and walk away to get cleaned up and move on to the next thing. Your goal as a sales ops leader is to support the team with systems and processes that allow them to focus on the one thing you need them for. The human part. It would be amazing if they could show up, talk to people, and make sales happen. Of course, there is more that they (and any professional) need to do before, during, and after the sales conversation. But your goal is to minimize all that. Every hour that your salespeople aren’t selling or doing sales-related activities, they aren’t moving revenue forward. The Ultimate Goal of Sales Ops What processes can you put in place that go 90 percent of the way, where the salesperson can do the last 10 percent? An example would be building an email campaign that runs automatically, and when the right people reply, the salesperson gets involved in getting that person from email to phone call. Another example would be your CRM serving up people for the salesperson to call – leads or anyone in the sales pipeline flow – with all the backstory, research, data, intel needed for them to review it then take action. What can you put into place that takes away as much distraction and effort from your sales team such that they can focus on the one thing you need to focus on – other humans?
By Jason Cutter February 12, 2025
The Danger of Doing Too Much as a Sales Leader Alright – so maybe they don’t need to go 90. In true servant leadership mode, you would go way more than 10% of the way to your team. But you have to be careful, as a sales leader. The inclination might be to do it all for them. To help them close their sales. To make excuses for them to your leadership as to why they aren’t closing more sales. Especially considering the very high likelihood that you are a sales manager because you were a great salesperson in the role that you are now managing. And there is a slight chance that you are a player-coach…so you are leading and selling. This can make it really tough not to want to run out on the field to win the game each time. But that doesn’t scale. That doesn’t lead to increased results. You can only sell so much as one person. Creating a Culture of Ownership So, you need to have people on your team that are coming to you. What does that look like? The pinnacle is a salesperson who doesn’t close a deal, comes to you right away and asks for feedback. They want some critiques as to where they could have done things better, different that would have led to the desired result – a closed sale. That takes a healthy level of ego by a professional who has the ultimate growth mindset. They know there are always ways to improve. They want to improve. And they are willing to risk their ego (and the internal, protective, primal part of our brain that doesn’t want to risk our place in the tribe) by asking for feedback that could be negative. Whenever you can, encourage that type of response. Ensure that the team knows that the team itself, and you as their leader, is a safe space – where the goal is to improve, grow, win and that everything done to support each other is done in that mode. They truly have to feel safe to share their mistakes and to get support in learning how to do more, better. Feedback That Drives Growth Part of this takes team and individual meetings that are actually filled with positive support. That doesn’t mean it’s always positive, motivational fluff. It’s not even about the shallow strategy of the feedback sandwich. Its about being real, honest, and empathetic – meaning “I see you are here, I know you want to be there, I will help you get there – even if its hard and it means saying hard things.” It should never feel mean or abusive or like an attack. But you can give some really direct feedback that will sting that ego I mentioned, but the person will know the intent behind it. The second part is hiring this type of person. Hiring people for the team that wants to win, grow, succeed. And they know that you don’t get better by being coddled, sheltered, or protected. You want people who don’t like the thought of perpetually living safely in their comfort zone. And they are excited about the opportunity to be a part of a team that pushes everyone, empathetically, outside of their comfort zone. Are You Leading or Just Managing? If you find yourself as a leader having to push your team, or going to them most of the time, or most of the way mentally – then they see you as a manager not a leader. They see you as someone who manages them, pushes them, and wants them to do things they don’t want to do. I have written some blogs here that go into what your role should be – as a leader, not a manager. Pulling people along with you, inspiring people, and supporting yourself with a team of people who want to win. Not just those that want to show up, do as little as they can and hopefully go unnoticed (yet – complain about not making enough money and how the comp plan isn’t fair, or the leads are bad, or their schedule means they can’t be successful.) Make sure your team knows that they need to come to you – at least 51/49. They should be asking for help, guidance, training, feedback, and support more than you are having to push it down onto them.
By Jason Cutter February 3, 2025
If you have seen the movie Hitch, then you know the scene. Will Smith’s character (Hitch) is trying to coach Kevin James’ character (Albert) on how to finish out his upcoming first date. He is giving him pointers, one being that if his date fumbles with her keys at the door, it could mean she wants a kiss. So Hitch wants to see if Albert knows what to do – for a good night kiss. Hitch gives him the advice “you go 90 percent, and then wait for her to go 10%” which Albert then asks “wait for how long?” Hitch: “as long as it takes.” Albert leads in, Hitch is holding back to see if Albert will wait, and then Albert goes all the way and gives him a kiss. Hitch gets upset, and says “You go 90, I go 10 – you don’t go the whole 100%.” The Sales Analogy Kissing our prospective customers is not acceptable (just ask HR!). But the concept is the same. You don’t want to ever make 100% of the effort for your prospective customers. You don’t want to be the one who is doing all the work. Fundamentally, it is not good practice to want the deal more than the other person. When you go your 90, you need to wait – as long as it takes – for the prospect to go to their 10. And I would say that you want to go somewhere between 10-49, in reality. How Successful Sales Professionals Balance Effort Successful sales professionals know how far they have to go to meet the prospect where they are, while also knowing how much effort the prospect needs to put in to show they are committed. Where most salespeople get in trouble is they get desperate. They want the sale (kiss) more than the other person and they go the full 100%. Of course, persistence is important. And you won’t get what you don’t ask for (although…if you have followed me for any length of time, you will know I am very against having to ask for the sale). But you also have to ensure that your prospects actually want what you are selling. And they want it for their reasons and their motivations. They are driven to pursue your production option(s). They must go 10, 40, 60% of the way to you. The Pitfall of Chasing Your Prospect Just like courtship and relationships – if you find yourself chasing and one-sided-pursing the other person then it means you want it more than they do. It also means they own you. You are essentially begging them for the relationship – convincing, manipulating, begging, bribing, persuading your way forward. Which means they consciously and/or subconsciously know that they are in control. Because if they say no, you will keep pursuing and offering solutions. In sales – that looks like a salesperson who is calling, emailing, stalking a prospect – making offers, offering discounts and trials, and trying to find any way to make deal work. They are going 90-100% of the way for the prospect, not requiring them to go anywhere towards the agreement. This will end terribly. If they do decide to buy – taking the discount, free trial, taking the sale bait – they will not be happy (since they weren’t bought in for their reasons), they will look for reasons confirming why they didn’t really want to buy anyway, and they will know that they own you. Your company will have to convince them on a regular basis to stay in the relationship. The Right Balance for Customer Ownership You fundamentally need that prospective customer to come to you. Not 100% where you are just an Order Taker. But potentially 51% of the way – so they want it more than you. The more you can get them across that 50/50 threshold, the more they will be a satisfied customer. But remember – at 51/49 – they still need persuading, they still need to understand the value of your product for where they ultimately want to be in their life/business, and they still need your support. They lean in the right amount, you lean in the right amount = sales magic!
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