The way in which customers' emotions affect their purchasing decisions has been the subject of countless books. The consensus is that you can venture only
While you cannot make a sale void of emotions, use the processes and tools in this book to dilute the randomness of their impact. As Dr. Jack Katz wrote in his book
How Emotions Work
, "intellectual analysis seems to nullify emotions."
Ironically, you usually find out the facts after you lose a sale or do not fulfill a customer's expectations. You know emotions drove the customer's decision when either one of you says, "If I had only known that, I would have ..."
 Jack Katz, How Emotions Work (Chicago: University of Chicago Press, 1999), p. 49.
Sales opportunities involve either business-to-business or business-to-consumer transactions. Yet, not every sales opportunity affords you the ability to provide additional compensated value. Typically, these high-return opportunities involve the following "two-plus" requirements:
There are two or more decision
They require two or more in-person sales calls to complete.
The more "two-plus" requirements you have, the greater the opportunity to sell compensated value. Individuals seeking only the
In business-to-consumer transactions, there might be only one decision maker. However, if a sale involves more than one in-person sales call, it still allows the opportunity for you to use The Science of Sales Success 's processes, tools, and selling system.
When you add measurability to selling, it shatters the following ten common sales myths:
Selling is an art, not a science.
Customers buy primarily for emotional reasons, not logical ones.
Most salespeople are customer focused, not product focused.
Lost sales results from
More sales calls equal more orders.
Great salespeople know how to handle obstacles.
More product features produce more benefits for customers.
Salespeople can more easily sell value to existing customers than to new ones.
Strategies drive salespeople's tactics, not the other way around.
Example Boxes: Relate concepts to identifiable selling situations.
Consist of illustrations to visualize key concepts and
Two Case Studies (Chapters 2 to 8): One addresses processes on conceptual levels while the other case highlights tactical and strategic perspectives.