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Secrets of Question Based Selling: How the Most Powerful Tool in Business Can Double Your Sales Results
Question Based Selling ( QBS®) is a commonsense approach to sales, based on the theory that “what” salespeople ask-and “how” they ask-is more important than anything they will ever say. This technique makes sense because in order to present solutions, you first must learn your customer’s needs.
How do you uncover a prospect’s needs? By asking questions. But not just any questions. You must ask the right questions at the right time. And this book provides a step-by-step, easy-to-follow program that does just that.
With this proven, hands-on guide, you will learn to:
--Penetrate more accounts
--Establish greater credibility
--Generate more return calls
--Prevent and handle objections
--Motivate different types of buyers
--Develop more internal champions
--Close more sales…faster
--And much, much more
How do you uncover a prospect’s needs? By asking questions. But not just any questions. You must ask the right questions at the right time. And this book provides a step-by-step, easy-to-follow program that does just that.
With this proven, hands-on guide, you will learn to:
--Penetrate more accounts
--Establish greater credibility
--Generate more return calls
--Prevent and handle objections
--Motivate different types of buyers
--Develop more internal champions
--Close more sales…faster
--And much, much more
270 pages, Hardcover
First published April 28, 1999
263 people are currently reading
1156 people want to read
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December 6, 2024
Helpful sales book that shows how to sell better by asking the right questions at the right times. It's specific, with plenty of examples of what to say throughout the entire sales process. The approach is consultative and non-salesy. It's intended for high-ticket sales, whether products or services. The book is a bit repetitive.
Notes
Introduction: The “New” Question Based Selling
The best way to increase your probability of sales success is to decrease the risk of failure.
Which sales model/process/steps you follow isn't so important; what matters is how well you execute the steps.
Selling Intangibles
Top sales performers are often analytical and introspective, not highly positive and enthusiastic.
"The more emphatic a salesperson is, the more skeptical prospects tend to become."
"It's not the product that's the differentiator. It's not the company either. It's the value conveyed by the rep. … it's the intangible value being conveyed by effective salespeople that makes them successful."
Examples of intangible benefits salesperson can convey: integrity, honesty, thought leadership, competence, confidence, responsiveness, comfort level, humility, humor, experience, empathy, professionalism, customer focus.
Your ability to convey (not claim) many of these qualities in a short period of time is what gains customer's trust.
"Customers often perceive greater value when they think about not having key features or benefits. … Sometimes the best way to communicate something is to explain what happens in the absence of it."
"The most impactful way to express the true value of your solutions may be as simple as articulating the problem and then saying, 'We solve that!'"
"The first thing customers want to know is whether you understand their current goals, dilemma, or situation."
Expanding Your Value Proposition
Top sales performers are "good at turning latent needs into active needs, in order to increase the prospect's sense of urgency, which will ultimately increase their probability of success in making the sale."
The easiest way to increase a prospect's sense of urgency is to change their perspective. You can offer new info that causes them to take notice, or ask questions that uncover needs and help them discover how they could improve their condition.
Sample sales call for home security
Did you know that within a 5-mile radius of your home, the number of break-ins, theft, and violent crimes has nearly doubled in the last year?
6 incidents of criminal activity have been reported in your area in the last 90 days. That's why I'm calling. To protect people like you, our company has implemented a community-wide plan to eliminate these security breaches. Would you like to know how this plan works?
Through the end of next month, our company is offering a complimentary security evaluation - and there's no obligation to buy anything. We'll send one of our certified security experts to inspect your property and identify possible security risks. That way, you can minimize any temptations that might otherwise invite criminal activity.
"The play is no longer to try to uncover needs, but to facilitate a conversation where the salesperson raises potential issues and their implications." This helps customer recognize key points they may not have considered, and helps you gain credibility.
Before sales call, list the possible decision issues (topics important to customer). During sales call, bring up as many issues and implications as it takes to create enough interest and urgency to move the sale forward.
Gold Medals and German Shepherds
"Competence, credibility, expertise, and value will outsell over-eagerness [positivity, enthusiasm] every time."
"Most salespeople perform at their best when they are just being themselves. They appear more comfortable and sound more confident, which allows them to focus on delivering value rather than trying to be something they're not."
To increase value of offering, position benefits in terms of both positive rewards (benefits) and protection against potential negatives (problems, uncertainty, failure).
The Herd Theory
Prospects tend to dismiss the value of prearranged references. Of course you're going to give them only good references.
"Buyers are influenced more by the direction of their surrounding herd than by specific recommendations from individual references. Again, most prospects are reluctant to take the plunge just because someone else did. But they are definitely influenced when 'everyone else' seems to be moving in a certain direction."
Mismatching: The Avoidable Risk
Prospects and customers don't want to be contradicted, corrected, one-upped, or to be made to feel inadequate.
Ask questions rather than making statements, to decrease chance that prospect will disagree with you.
Reverse the positive: phrase your questions in a negative way to increase chances of getting a positive response. E.g., "Did I catch you at a bad time?" "Does the pricing make you nervous?"
Conversational Layering
Don't try to get prospects to answer questions, listen to your pitch, or make a buying decision. Make them want to answer questions, want to listen, want to buy.
Don't just ask good questions; create questions in prospect's mind in a way that challenges their thinking about you and your solutions.
Leveraging Curiosity in the Strategic Sale
"Making customers drink is not your job. Your job is to make them thirsty!" It's not your job to make them buy; it's to uncover opportunities, then pique the prospect's interest enough so they want to know more about your offerings.
Start probing for needs by asking, "Can I ask you a couple specific questions about _?"
Before offering a suggestion, ask, "Would you like to hear some feedback?"
Make prospect curious in messages you leave/send them. Say something like, "I have a question that only you can answer."
"Average sellers try to satisfy their prospect's curiosity. Top performers try to make prospects even more curious."
Establishing Your Own Credibility
Start with narrow, diagnostic, closed-ended questions to establish credibility, then broaden scope to open-ended questions about their thoughts, feelings, concerns.
Start presentations with diagnostic questions (e.g., "How many people in the audience …" "Raise your hand if …").
Don't start with questions about budget, decision timeframe, or anything else that sounds salesy. Establish credibility, then expand conversation into those qualifying questions.
Escalate the Value of Your Sales Questions
"Small talk might be good for building rapport, but it isn't nearly as valuable as big talk - focusing on key business issues."
Question escalation: Status, Issue, Implication, Solution.
Status Questions
Ask narrow questions to uncover specific information about prospect's current state. Examples: "How many servers do you run?" "How many users?"
Issue Questions
Ask broad questions to identify potential issues, problems, desires. Examples:
• What's the most significant business issue you currently face?
• What would you like to accomplish with this type of product?
• What other challenges do you foresee?
Ask, "To what extent is _ important?"
Probe for positive rewards and negative aversion (e.g., "Are you more interested in reducing expenses or increasing revenue?").
Implication Questions
Ask questions that get prospect to think about effects of issue on business or personal life. Examples:
• What would happen if …?
• How much is _ costing your company?
• How does downtime affect your customers?
• How do you mean?
Every time you uncover an issue, ask at least 3 Implication Questions. Rule of thumb: uncover 3 issues and 3 implications of each.
Focus conversation on your areas of strength.
Solution Questions
Ask questions that put prospect's attention on benefits of solving problem. Examples:
• Would it make sense to map out your options, the impact on your business, and the costs?
• In your mind, what would the ideal solution look like?
• If money was no object, what would you do to solve this problem?
How to Solicit More Accurate Feedback
Don't make your questions sound hopeful; make them neutral. That invites honest feedback. E.g., instead of asking, "Are we still in good shape to complete the deal?" ask, "Are we still in good shape to complete the deal, or do you think something might cause a delay?"
Add "or no?" to the end of any positive question to make it neutral.
Use humbling disclaimers. Examples:
• I'm not sure how to ask this, but …
• Without being too forward, can I ask about …
• At the risk of getting into trouble, would you mind if …
• I don't mean to push, but can I ask you about the budget?
When closing, ask questions that invite prospect to be open. Examples:
• Are we at risk of losing this business?
• If you were the salesperson on this account, what would you do differently?
• Something is holding you back, isn't it?
• Is it just me, or is something bothering you about the proposal?
• Realistically, what are the chances management will approve this before year-end?
Navigating the Sales Process
"He who asks the questions has the power in sales conversations."
"When people ask questions, it's important to know why they're asking in order to know how best to respond." When prospect asks question, ask, "How do you mean?" Their response will give you info on how to reply.
Use humble disclaimers such as "I'm confused" and "Am I missing something?"
Turning Cold Calls into Lukewarm Calls
When prospect is vague, ask clarifying questions. E.g., "What do you mean by significant?" "When you say creative, what specifically do you mean?"
Getting to the “Right Person”
Most decision-makers solicit input from others. Not everyone can pull the trigger, but lots of people can pull the plug.
Ask questions that reveal key players and their role in evaluation, selection, approval. Examples:
• Are you the right person to talk with about _?
• Who else needs to be involved in this discussion?
• Who will ultimately sign off on the purchase?
• Is there anyone who might oppose this proposal?
• How do you feel about the proposal?
• How would you handle this situation if you were in my shoes?
Rather than trying to guess who the right people in the organization are, target multiple people. Pursue high and low levels. Once you get in, leverage your contacts to identify the right people and build internal champions.
Re-Engineering the Elevator Pitch
Elevator pitch should follow PAS approach: Problem prospect is facing, Alternatives available, Solution you offer. Make the Problem "bigger" by identifying potential implications, proactively raise Alternatives and position them as not the most effective, so they'd be better off choosing your Solution.
Example: "You certainly have the option to install this software yourself. The challenge is most of the customers we work with already have more responsibility than they can handle. They're trying to make their to-do lists shorter, not longer. That's why they partner with us, to leverage our expertise with this software, so they can focus on more important projects."
Building Value in the QBS Presentation
End sales presentation by summarizing. Then say, "That's what we had planned to cover today. The question now is, do you like it?"
To find out if they're ready, ask for the order. Examples:
• Are you ready to make a decision?
• Is there anything that would prevent you from moving forward on this proposal?
• What are your thoughts about …
• Can I ask you something—off the record? How does management really feel about the proposal?
• I'm going to talk to my team tomorrow. I originally forecast this opportunity to close in September, but I'd rather be accurate than optimistic. Do you think September is still a reasonable target, or should I tell my team something different?
For prospects with pressing needs, help them see that not buying your product or service might be their most expensive option.
Give emotional reassurance. Say, "I understand this is a difficult decision. How can I help?" or "I'm not surprised to hear you ask about price. Do you know why? I've had this same discussion with _, _, _, and many others. Would you like to know how they finally solidified their decision?"
Notes
Introduction: The “New” Question Based Selling
The best way to increase your probability of sales success is to decrease the risk of failure.
Which sales model/process/steps you follow isn't so important; what matters is how well you execute the steps.
Selling Intangibles
Top sales performers are often analytical and introspective, not highly positive and enthusiastic.
"The more emphatic a salesperson is, the more skeptical prospects tend to become."
"It's not the product that's the differentiator. It's not the company either. It's the value conveyed by the rep. … it's the intangible value being conveyed by effective salespeople that makes them successful."
Examples of intangible benefits salesperson can convey: integrity, honesty, thought leadership, competence, confidence, responsiveness, comfort level, humility, humor, experience, empathy, professionalism, customer focus.
Your ability to convey (not claim) many of these qualities in a short period of time is what gains customer's trust.
"Customers often perceive greater value when they think about not having key features or benefits. … Sometimes the best way to communicate something is to explain what happens in the absence of it."
"The most impactful way to express the true value of your solutions may be as simple as articulating the problem and then saying, 'We solve that!'"
"The first thing customers want to know is whether you understand their current goals, dilemma, or situation."
Expanding Your Value Proposition
Top sales performers are "good at turning latent needs into active needs, in order to increase the prospect's sense of urgency, which will ultimately increase their probability of success in making the sale."
The easiest way to increase a prospect's sense of urgency is to change their perspective. You can offer new info that causes them to take notice, or ask questions that uncover needs and help them discover how they could improve their condition.
Sample sales call for home security
Did you know that within a 5-mile radius of your home, the number of break-ins, theft, and violent crimes has nearly doubled in the last year?
6 incidents of criminal activity have been reported in your area in the last 90 days. That's why I'm calling. To protect people like you, our company has implemented a community-wide plan to eliminate these security breaches. Would you like to know how this plan works?
Through the end of next month, our company is offering a complimentary security evaluation - and there's no obligation to buy anything. We'll send one of our certified security experts to inspect your property and identify possible security risks. That way, you can minimize any temptations that might otherwise invite criminal activity.
"The play is no longer to try to uncover needs, but to facilitate a conversation where the salesperson raises potential issues and their implications." This helps customer recognize key points they may not have considered, and helps you gain credibility.
Before sales call, list the possible decision issues (topics important to customer). During sales call, bring up as many issues and implications as it takes to create enough interest and urgency to move the sale forward.
Gold Medals and German Shepherds
"Competence, credibility, expertise, and value will outsell over-eagerness [positivity, enthusiasm] every time."
"Most salespeople perform at their best when they are just being themselves. They appear more comfortable and sound more confident, which allows them to focus on delivering value rather than trying to be something they're not."
To increase value of offering, position benefits in terms of both positive rewards (benefits) and protection against potential negatives (problems, uncertainty, failure).
The Herd Theory
Prospects tend to dismiss the value of prearranged references. Of course you're going to give them only good references.
"Buyers are influenced more by the direction of their surrounding herd than by specific recommendations from individual references. Again, most prospects are reluctant to take the plunge just because someone else did. But they are definitely influenced when 'everyone else' seems to be moving in a certain direction."
Mismatching: The Avoidable Risk
Prospects and customers don't want to be contradicted, corrected, one-upped, or to be made to feel inadequate.
Ask questions rather than making statements, to decrease chance that prospect will disagree with you.
Reverse the positive: phrase your questions in a negative way to increase chances of getting a positive response. E.g., "Did I catch you at a bad time?" "Does the pricing make you nervous?"
Conversational Layering
Don't try to get prospects to answer questions, listen to your pitch, or make a buying decision. Make them want to answer questions, want to listen, want to buy.
Don't just ask good questions; create questions in prospect's mind in a way that challenges their thinking about you and your solutions.
Leveraging Curiosity in the Strategic Sale
"Making customers drink is not your job. Your job is to make them thirsty!" It's not your job to make them buy; it's to uncover opportunities, then pique the prospect's interest enough so they want to know more about your offerings.
Start probing for needs by asking, "Can I ask you a couple specific questions about _?"
Before offering a suggestion, ask, "Would you like to hear some feedback?"
Make prospect curious in messages you leave/send them. Say something like, "I have a question that only you can answer."
"Average sellers try to satisfy their prospect's curiosity. Top performers try to make prospects even more curious."
Establishing Your Own Credibility
Start with narrow, diagnostic, closed-ended questions to establish credibility, then broaden scope to open-ended questions about their thoughts, feelings, concerns.
Start presentations with diagnostic questions (e.g., "How many people in the audience …" "Raise your hand if …").
Don't start with questions about budget, decision timeframe, or anything else that sounds salesy. Establish credibility, then expand conversation into those qualifying questions.
Escalate the Value of Your Sales Questions
"Small talk might be good for building rapport, but it isn't nearly as valuable as big talk - focusing on key business issues."
Question escalation: Status, Issue, Implication, Solution.
Status Questions
Ask narrow questions to uncover specific information about prospect's current state. Examples: "How many servers do you run?" "How many users?"
Issue Questions
Ask broad questions to identify potential issues, problems, desires. Examples:
• What's the most significant business issue you currently face?
• What would you like to accomplish with this type of product?
• What other challenges do you foresee?
Ask, "To what extent is _ important?"
Probe for positive rewards and negative aversion (e.g., "Are you more interested in reducing expenses or increasing revenue?").
Implication Questions
Ask questions that get prospect to think about effects of issue on business or personal life. Examples:
• What would happen if …?
• How much is _ costing your company?
• How does downtime affect your customers?
• How do you mean?
Every time you uncover an issue, ask at least 3 Implication Questions. Rule of thumb: uncover 3 issues and 3 implications of each.
Focus conversation on your areas of strength.
Solution Questions
Ask questions that put prospect's attention on benefits of solving problem. Examples:
• Would it make sense to map out your options, the impact on your business, and the costs?
• In your mind, what would the ideal solution look like?
• If money was no object, what would you do to solve this problem?
How to Solicit More Accurate Feedback
Don't make your questions sound hopeful; make them neutral. That invites honest feedback. E.g., instead of asking, "Are we still in good shape to complete the deal?" ask, "Are we still in good shape to complete the deal, or do you think something might cause a delay?"
Add "or no?" to the end of any positive question to make it neutral.
Use humbling disclaimers. Examples:
• I'm not sure how to ask this, but …
• Without being too forward, can I ask about …
• At the risk of getting into trouble, would you mind if …
• I don't mean to push, but can I ask you about the budget?
When closing, ask questions that invite prospect to be open. Examples:
• Are we at risk of losing this business?
• If you were the salesperson on this account, what would you do differently?
• Something is holding you back, isn't it?
• Is it just me, or is something bothering you about the proposal?
• Realistically, what are the chances management will approve this before year-end?
Navigating the Sales Process
"He who asks the questions has the power in sales conversations."
"When people ask questions, it's important to know why they're asking in order to know how best to respond." When prospect asks question, ask, "How do you mean?" Their response will give you info on how to reply.
Use humble disclaimers such as "I'm confused" and "Am I missing something?"
Turning Cold Calls into Lukewarm Calls
When prospect is vague, ask clarifying questions. E.g., "What do you mean by significant?" "When you say creative, what specifically do you mean?"
Getting to the “Right Person”
Most decision-makers solicit input from others. Not everyone can pull the trigger, but lots of people can pull the plug.
Ask questions that reveal key players and their role in evaluation, selection, approval. Examples:
• Are you the right person to talk with about _?
• Who else needs to be involved in this discussion?
• Who will ultimately sign off on the purchase?
• Is there anyone who might oppose this proposal?
• How do you feel about the proposal?
• How would you handle this situation if you were in my shoes?
Rather than trying to guess who the right people in the organization are, target multiple people. Pursue high and low levels. Once you get in, leverage your contacts to identify the right people and build internal champions.
Re-Engineering the Elevator Pitch
Elevator pitch should follow PAS approach: Problem prospect is facing, Alternatives available, Solution you offer. Make the Problem "bigger" by identifying potential implications, proactively raise Alternatives and position them as not the most effective, so they'd be better off choosing your Solution.
Example: "You certainly have the option to install this software yourself. The challenge is most of the customers we work with already have more responsibility than they can handle. They're trying to make their to-do lists shorter, not longer. That's why they partner with us, to leverage our expertise with this software, so they can focus on more important projects."
Building Value in the QBS Presentation
End sales presentation by summarizing. Then say, "That's what we had planned to cover today. The question now is, do you like it?"
To find out if they're ready, ask for the order. Examples:
• Are you ready to make a decision?
• Is there anything that would prevent you from moving forward on this proposal?
• What are your thoughts about …
• Can I ask you something—off the record? How does management really feel about the proposal?
• I'm going to talk to my team tomorrow. I originally forecast this opportunity to close in September, but I'd rather be accurate than optimistic. Do you think September is still a reasonable target, or should I tell my team something different?
For prospects with pressing needs, help them see that not buying your product or service might be their most expensive option.
Give emotional reassurance. Say, "I understand this is a difficult decision. How can I help?" or "I'm not surprised to hear you ask about price. Do you know why? I've had this same discussion with _, _, _, and many others. Would you like to know how they finally solidified their decision?"
May 6, 2018
READ APR 2018
A fresh approach that revisions the sales process that is respectful to all parties and common sense. The three major moves are not overly complex and reflect the reality of what actually happens in the sales cycle.
A fresh approach that revisions the sales process that is respectful to all parties and common sense. The three major moves are not overly complex and reflect the reality of what actually happens in the sales cycle.
June 23, 2021
Re-read in Q2 2021: This time, I did it right. Underlining, taking copious notes in my journal, making practical applications for my job... I've never before closed a book and given it a little kiss on the cover, but this book is simply fantastic. Next, I'll be teaching the material to my coworkers in a weekly meeting.
First read in Q4 2018: Just incredible. Will re-read.
First read in Q4 2018: Just incredible. Will re-read.
May 6, 2022
A great primer for someone getting started in sales
I like when a sales book takes the time out to give you an idea about how to get started and how to finish. With question based selling you feel like you are able to walk away with a structured approach to creating success in a sales role.
I like when a sales book takes the time out to give you an idea about how to get started and how to finish. With question based selling you feel like you are able to walk away with a structured approach to creating success in a sales role.
September 16, 2024
I think this book is excellent. It provides a different perspective on selling that makes perfect sense from a psychological perspective. It provides some eminently useable advice on how to apply the strategies it discusses. I can really see how QBS can improve your sales success.
December 26, 2023
He’s right, but there’s so many things in here that I fear it will be forgotten in 6 months.
December 30, 2016
There are a lot of great ideas in this book, 167 “Secrets” (or tips) in all with lots of elaboration. I am in a sales job, so I read this book in order to become a better employee. I will be able to readily apply a lot of what I learned in this book.
This book teaches that selling is not an activity, but rather a process (Secret #94 from Page 188).
In some ways I feel like Secret #56 and Secret #100 make up the heart of QBS:
#56 - “The more curious prospects become, the sooner they’ll call you back” (Page 118).
#100 – “Top performers control the sale using questions, while average performers let themselves be controlled by the sales process (Page 195).
This book teaches that selling is not an activity, but rather a process (Secret #94 from Page 188).
In some ways I feel like Secret #56 and Secret #100 make up the heart of QBS:
#56 - “The more curious prospects become, the sooner they’ll call you back” (Page 118).
#100 – “Top performers control the sale using questions, while average performers let themselves be controlled by the sales process (Page 195).
October 7, 2018
One of the best books on selling. This is the most marked up book in my collection. His process of working through the sales process with basic questions is the best.
Very underrated. I’ve read and reread over the last ten years. It has been very beneficial to me. It works with human nature (both seller and buyer) in a natural honest way.
Very underrated. I’ve read and reread over the last ten years. It has been very beneficial to me. It works with human nature (both seller and buyer) in a natural honest way.
September 27, 2021
I have learned a lot from this book. Good book for those who are new to the PreSales area and wanted to gain knowledge of the nuances of it. I love it because it allows the professional to work with people and not "Jordan Belfort" someone into buying something.
I just wished this book was 12 chapters versus 16. There was a lot of fluff between chapters, and fluff within chapters. Thanks for the tease, but I am smart enough to skim over the fluff. Just get to the point.
Again great book for those who are new to sales, and then I'd say those who have been in sales but aren't necessarily the most competent.
I just wished this book was 12 chapters versus 16. There was a lot of fluff between chapters, and fluff within chapters. Thanks for the tease, but I am smart enough to skim over the fluff. Just get to the point.
Again great book for those who are new to sales, and then I'd say those who have been in sales but aren't necessarily the most competent.
January 2, 2019
Very detailed on the fundamentals.
As someone else noted, this is a difficult book to read. It’s quite dry on the instructions. However, the content is excellent. The breakdown of each step in the process will be helpful for a rookie to a hardened veteran. Well worth the time and effort. It’s going on my reference shelf for when I need it.
As someone else noted, this is a difficult book to read. It’s quite dry on the instructions. However, the content is excellent. The breakdown of each step in the process will be helpful for a rookie to a hardened veteran. Well worth the time and effort. It’s going on my reference shelf for when I need it.
February 12, 2019
Easy to read book, sales Methodology is well explained. Don’t give 5 starts because it doesn’t give you more details on how to execute it, probably it is covered on the paid training and exercises that the book offers.
March 29, 2020
Selling has been one of those anxiety inducing activities that I always wanted to avoid: No more! Of course, I am not going to start making million tomorrow, but the book has shown me a direction, at least.
August 2, 2020
I quite enjoyed the way that question based selling is presented. It seems so logical and straightforward, but curiously not in greater use. There are many ideas for me to incorporate into several aspects of my life.
January 19, 2023
I loved reading about the psychology of the book and building on to the idea of open based questions but with purpose and value. Great book to read for a boost in confidence for anyone getting into real estate or sales.
April 15, 2025
I thought it was a great book with a lot of diving deeper into sales tactics rather than just saying basic and obvious sales advice e like “building rapport”
I have used many of these for my sales calls and it was very helpful
I have used many of these for my sales calls and it was very helpful
November 10, 2017
one of the best books in sales I have ever read, practica and certainly will improve your performance
November 8, 2020
Rally bad and basic. Only 3 chapters were interesting.
January 2, 2023
One of the leading books on running a proper discovery process!
January 4, 2023
Very closely related to NEPQ. Excellent book.
August 23, 2023
This book helped me realize deficiencies in my closing still.
December 10, 2024
I like what the book has to say; I just wish it was stated more succinctly.
March 29, 2013
Tom Freese looks at selling from the customer’s point of view, and focuses on not only what to say but how and when to say it. As you might guess from the title, his main focus is not on telling the client what you think they want, but rather asking them the right questions to figure out their needs. This book makes for a wonderful selling foundation, and is one of the best overall selling books I have ever read. The greatest part is that his strategies can be applied successfully to any number of other selling techniques by other authors.
April 4, 2017
This is one of the most practical sales books I can recommend to everybody involved in the sales process, no matter if personal or by phone or on what level.
It is especially practical for the first sales call or contact with a new customer or a current customer for a new product or service.
The only point that it is not covering enough is "tiring out" your customer by not altering questions with other conversational elements to avoid the impression of a nagging interview.
It is especially practical for the first sales call or contact with a new customer or a current customer for a new product or service.
The only point that it is not covering enough is "tiring out" your customer by not altering questions with other conversational elements to avoid the impression of a nagging interview.
July 14, 2015
This sales training book is packed with great information. I would recommend focusing on small parts of the book because it is so detailed implementing more than one thing at a time would be extremely difficult and nigh unto impossible. Though this book is packed with great information, at times it does because somewhat dull and repetitive; hence, I only allotted 4/5 stars.
February 22, 2016
Great Strategy
Once you get to the point and strategic center of the book, it's very very useful. My only issue is in the first 6 chapters he spent mostly selling his method, and proving why it's important. I bought the book already, I know it's important. I'm already sold :P
I'd totally recommend to anyone needed to take a more consultative position in their sales technique
Once you get to the point and strategic center of the book, it's very very useful. My only issue is in the first 6 chapters he spent mostly selling his method, and proving why it's important. I bought the book already, I know it's important. I'm already sold :P
I'd totally recommend to anyone needed to take a more consultative position in their sales technique
Currently reading
December 1, 2008Tom Friese is teaching me that I have nothing to sell unless I know what a persons issues are, what areas are still unresolved and how my solution could be a fit. This book is an ongoing read for me.
December 18, 2011
A great way to look at customer focused selling. The principles are solid and the techniques can be easily built into a sales model. I enjoyed this book and would recommend it to any sales person looking for a practical way to improve their sales success.
November 4, 2014
Using a step by step process, he takes those who wish to learn how to more effectively grow in the profession of selling on an counter-intuitive journey. Not a motivational book. Not a book on working harder. Just a road map to important techniques that are not taught else where.
March 23, 2011
Not all of the book is applicable to real estate, but it did have some really great tips on sales.
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