Real gamblers don’t rely on Lady Luck, they study the game, know the odds and play the percentages. Good sales people don’t rely on luck, either. Being in the “right place at the right time” is not a matter of luck, but rather it is about preparedness.

The economy sucks, there's a bunch of ignorant boobs in Washington, DC, the Federal deficit is stupendous and higher taxes are looming . . . doesn’t sound like 2010 will be a good year, does it? Take heart, the economy will get better, an awakening public will vent their collective spleen on Congress and the Executive Branch forcing them to do something about deficits and taxes . . . and selling professionals will advance us towards a “pre-boom” economy.

Sales trainees are taught that there are a number of ways to increase the sales in their assigned territory, thereby increasing their employer’s business and justifying their own existence. The sources of new business are, in order of importance to a new salesperson: New customers, increased business from existing customers and referrals. There are a number of sub-headings for each of these items. Referral business is relegated to least of importance because a new salesperson has yet to develop the sources, being too new to have a rapport with existing customers or other referral fountains. Referrals are, however, the source that experienced salespeople find are the best and most reliable source of prospective customers.

Salespeople are a superstitious lot. They are in a business that relies mostly on personal interaction, regardless of the product being represented. Liken their thinking to that of the baseball power-hitter who has a streak going and won’t change anything (even his underwear) for fear of breaking the magic spell.  Salespeople are prone to adopt and adhere to many similar superstitions to prolong a selling streak or to try to understand the magical rules of their game, selling. Interestingly enough, many of these old saws have some basis in fact.

Think about it, when is the last time you bought anything from a salesperson with a bad attitude, or even an unsmiling guy or gal? It is the likeable salesman who gets the orders, regardless of the product he is selling. He makes the sales experience a positive one and his customers know that he really appreciates their purchasing from him. His attitude establishes credibility and the clients believe what he says. Studies have shown that people buy from salespeople they have come to like during the sales process. Are you or your salespeople viewed as “likeable” by you prospective customers?

In a response to a recent article by sales systems guru, Ari Galper, the author revealed that he had received numerous e-mails from his salesman readership, most of whom reported an abject fear of making cold calls, particularly by telephone. The fear of rejection was the most cited reason for the “cold calling chills,” but all respondents said they would find many excuses for not making the calls they all knew were necessary. Quite simply: Salespeople who don’t make cold calls, don’t make sales.

You are on a roll, the prospect seems to picking up on your every word and you are mentally counting the commissions you’ll make after he inks the purchase agreement. Suddenly you realize that his response to your closing questions is all wrong. The prospect has no perceived urgency, his need wasn’t as strong as your initial research had shown and his company has neither the time nor the assets to purchase and implement your program . . . but they may have in the distant future. How do you exit gracefully and still maintain some semblance of a relationship for the future?