Brilliant Selling

Jeremy Cassell has worked as a freelance trainer for 12 years. Before that he was National Training Manager for L’Oreal and National Sales Training Manager for Walker’s, part of Pepsi. Before entering the business world, he gained experience in teaching English and history. He has worked as a TEFL teacher and is an NLP Master Practitioner and trainer.Tom Bird's business career stretches over 20 years and spans sales and sales management as well as personal development and performance improvement. He is a director of RTP and has been involved professionally in developing people to realise more of their potential since 2000. To supplement his business experience Tom qualified as a Master Practitioner of NLP (the study of modelling success) and achieved a Post Graduate Diploma in Coaching and Development.

• Table of ContentsPart 1 – You1. The personality of a salesperson2. How beliefs and values impact sales success3. Performance and selling4. Continually improve through self coachingPart 2 – Process and planning5. The sales process as a tool for improvement6. Making the most of your time7. Planning for success8. Setting the right goals9. Managing sales informationPart 3 – Your power to influence10. Credibility and rapport – the foundations of effective influencing11. Managing your state – being confident whenever you want12. Asking the right questions13. Listening and learning14. Negotiating collaborativelyPart 4 – Understanding buyers and prospects15. How do you sell?16. The modern buyer17. Prospecting with purpose18. Initial meeting(s) with prospect19. Identifying what the prospect wants and needsPart 5 – Presenting solutions20. Appealing to the customer21. Writing great sales proposals22. Preparing winning pitches23. Persuasive delivery24. Making the most of objections25. Closing and commitmentPart 6 – Developing customers26. The value of a customer27. Managing the ‘relationship’28. Your priorities in managing customers

‘Brilliant Selling can make a positive difference to salespeople, sales managers and of course the performance of organisations.' Philip Jansen - CEO, BT