Talking too much: Mediocre sales organizations focus their training on product knowledge instead of sales methods. Therefore the salesperson’s presentation centers around product knowledge and a lot of facts. Poor salespeople talk too much and want to tell everything. The prospect will not be dazzled with a salesperson that talks too much.
Telling is not selling, God gave you two ears and one month so you should listen twice as much as you talk. The excellent salesperson questions skillfully and listens attentively to the prospects needs. She asks her way into a sale, she doesn’t talk her way into it.
Talking past the close: The most valuable instruction my father gave was, "Son, when they are ready to buy, they are ready to buy stop talking and grab your contract."
When you ask a closing question and your prospect confirms he is ready to own, the conversation stops, your presentation ceases and you start preparing the paperwork.
As an example, a salesperson asks, "Current production schedule guarantees delivery by the end of the month. Is that satisfactory?" The prospect answers, "Yes, it is." At that moment he has made the decision to own. End your presentation. Move swiftly to prepare the contractual agreements.
Arguing with the prospect or customer: When you receive objection or challenges to your claims and you defend your product, you are in essence telling the person he is wrong. People dislike to be told they are wrong, even if they are. You are in business to win the customer, not a battle. Always be agreeable. Remember, when people have objections, respond to their questions in a positive non-threatening way. "A man convinced against his will, is of the same opinion still."
Knocking the competition: The first rule is to not make reference to your competition. If, however, something is said about the competition, negative or positive, simply reply with, "They are a fine company, and seem to do a good job.
If you are asked why he should purchase from you verses the competition, respond with a two-part question. Ask, "Why do you feel you should do business with that company?" Allow him to answer and he will tell you how he wants to do business. Follow-up the questions with, "What would cause you not to do business with that company?" Listen carefully to hear objects why he would not do business with our competitor. This information provides you with elements upon which to build you presentation and overcome objections on what you have been told, verses your assumptions.