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Never cold call again pdf

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In Never Cold Call Again, Frank Rumbauskas shows salespeople how to achieve sales greatness without using those dreaded old tactics like cold calling. Now. Yes! Please give me the free PDF download of your breakthrough. Never Cold Call Again system, right now, absolutely free!. FREE Download The Never Cold Call Again Online Playbook The Definitive Guide To Internet Marketing. Success By Rumbauskas Frank J Ebooks ebook.


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Cold Calling Is A Waste Of Time: Sales Success In The Information Age The Never Cold Call Again® System by Frank J. Rumbauskas Jr. New. “I don't know about you, but I sure never buy from a cold call. Heck,. I'll have fun with the “My interpretation of Never Cold Call Again is that most salespeople. Cold calling is the lowest percentage of sales call success. If you invest the same amount of time in reading this book as youdo in cold calling, your success.

Visibility Others can see my Clipboard. Part 4: You just clipped your first slide! Then a standardized written test. It was much, much better than what all of my friends were doing at their crummy jobs and a lot easier too. I had a problem agreeing with this for several reasons but one stood out in particular.

You create the system, put it into place, put it to work, and it then runs itself and automatically generates leads for you. Multiply that number by the number of appointments it typically takes you to get to the proposal stage, and multiply that by the number of cold calls it takes you to set an appointment.

You now know how many cold you must do every month. Divide by twenty, and you now know what your minimum daily activity in cold calling needs to be. There are only so many selling hours in a day. Timing is critical in selling. However, cold calling forces you to spend your valuable, productive selling time with exactly these kinds of people. Yes, these examples are a bit far-fetched. Yes, they sound funny and ridiculous.

But guess what? This is exactly what the vast majority of prospects think when they get your cold call. When I was out cold calling for telephone systems, I never thought of the fact that most businesses buy a new one, on average, every seven to ten years. It makes no sense. Sure, I found a few leads this way, but it was something along the lines of one qualified lead for every or cold calls.

Emphasis is on the word qualified. Read on to find out why. Cold calling fails to find the pre-qualified, quality leads we all want Have you ever noticed how the conversion and closing rate for leads generated as a result of cold calling is always, without exception, drastically lower than the closing rate for leads from every other source?

Call-ins, company-generated leads, responses from mailers, referrals, introductions via networking, etc. Here are some reasons why this is so: Who does this leave for the cold-call generated appointments? To make matters worse, remember the concept of how cold calling destroys your status as a business equal? This realization came to me while I was reading an article about social dynamics, written by someone who has studied human social interaction for years.

The writer was trying to explain why those who appear very cold and unapproachable in social settings do so. Protection against what? Protection against being seduced, falling in love, etc. The writer went on to explain that those who put on a cold, unapproachable social mask are really afraid of the fact that they are extremely vulnerable to getting too close to others too fast.

The kicker came when the writer used an analogy to help explain his point. He made the following statement which was a real eye-opener for me: The reason for this is because they are actually afraid of salespeople.

If not, read it again! As time goes on I get more and more letters and emails from salespeople asking for help with flaky prospects. What I keep hearing is that prospects are getting flakier as time goes on. The only way to get to those prime prospects who are easily sold is to avoid cold calling and to use other, more creative ways to get your message across to them.

Guess what? How about Wednesday morning or Thursday afternoon? Which would be the better time for you? The phone rings, you answer it, and hear this: Is this a good time to talk for a few minutes? Why get on the bad side of someone who otherwise might have actually bought from you? Certain businesses are exempt but are still required to file for exempt status with the state.

The fact that these laws exist only proves just how intrusive and disruptive cold calling really is. Salespeople detest cold calling! Why, then, would you choose to doom yourself to failure by doing something you hate? Even the most goofy, rah-rah, new-age sales trainers and managers will readily admit that all salespeople hate calling and anyone who claims otherwise is probably lying.

Buying vs. To acquire in exchange for money or its equivalent; purchase. To exchange or deliver for money or its equivalent. The act of willingly acquiring for money something that you want or need. The buyer generally leaves the transaction feeling happy and satisfied.

Attempting to convince another that they want or need your product or service despite the fact that they may not. On the other hand, using leveraged systems to attract qualified prospects to you causes my definition of buying to take place.

Can you see why buying and selling can never possibly take place in the same transaction and are in fact opposites of each other? That concept flies directly in the face of selling as I define it and its synonym cold calling.

The typical series of events are as follows: The customer receives a cold call from a salesperson. After some coercion on the part of the salesperson, or perhaps several call backs, voicemail messages, and rescheduling, a firm appointment is finally set. A first appointment takes place. A secondary appointment takes place for the purpose of presenting a proposal to the customer.

After the presentation, the customer advises the salesperson of what the decision process is, what must take place, who must review the proposal, etc. The customer makes the decision to buy, paperwork is signed, and installation or delivery is scheduled. Can you see the negative theme that follows throughout the entire process? The customer recognizes the product or service advertised as something they happen to need and the customer makes the initial call.

See the difference? The initial appointment takes place. The customer is eager to get this particular need fulfilled and obviously very clearly knows what the meeting is about in advance, and so the salesperson who happens to look like a million bucks and is dressed impeccably, giving off an aura of prosperity simply sits back and listens and asks any questions that may be appropriate. The customer is doing all the work and freely giving the salesperson all the necessary information to develop a complete, relevant proposal.

The salesperson may ask some more qualifying questions at this time, possibly even irrelevant ones. The salesperson returns with a proposal and contracts. Because the customer eagerly wants and needs whatever is being proposed, all necessary decision makers were made aware of the meeting in advance and are present. Price objections do not take place because the salesperson effectively qualified them out right from the very start. Contracts are signed and installation or delivery is scheduled.

The customer walks away from the meeting happy and excited to soon receive their new product. Notice how much easier the second example is for the salesperson involved.

By sharp contrast, the first example sounds difficult, stressful, and negative.

Cold again pdf call never

You can almost feel yourself getting a headache as you read it, but the second example sets you at ease and causes you to The Never Cold Call Again System by Frank J. You feel powerful as you notice all the subtle tactics used by the salesperson to remain in a position of power and superiority over the customer.

Now you understand the difference between buying and selling as they relate here. Please keep this constantly in mind as you read because this is one of the core concepts at the foundation of this system.

Talk about power. The ability to cause someone to succeed or to fail. Think about that for a moment. I want to be available to you anytime for any reason at all. For starters, entirely too many customers are out to get whatever they can for free and will start acting amazingly sadistic toward salespeople who really are at their beck and call and are willing to do anything at the drop of a hat for the remote possibility that they might get a sale.

We can all think of someone, male or female, who chooses to stay in a relationship with someone who is abusive, selfish, or whatever the case may be. This is much like the salesperson who relentlessly cold calls with poor results.

It destroys your status as an equal and makes you appear needy and desperate. You must present yourself as an equal at the very minimum, and preferably as a superior. Our purpose here is not only to make you recognize that you are an equal as a professional businessperson, but also to make you realize why this frame is an absolute necessity if you are to become hugely successful in the game of selling, which is just that — a game.

As for presenting yourself as a superior, well, if you can do that then the game is over before it even begins. Follow this book to the letter and you will be in a position of superiority over your prospects and customers. I do it all the time. You have the power. Keep it and use it. If you run into a brick wall once, why on earth would you ever possibly think that running into a brick wall 50 or more times in a day will improve things?

Unfortunately, this concept is consistently taught to salespeople. Almost all accept it without question, believe it, and adopt it.

The definition of insanity is trying the same thing over and over again with the same end results. Why not change your activity? I once had the great misfortune of working for a telecom company that had for a regional director an individual with no sales background whatsoever.

His only prior industry experience was working as an engineer for the single most unsuccessful wireless Internet company in the world. They provided no leads or marketing support and micro- managed the salespeople to do high cold calling activity and to document that activity on daily reports. A few salespeople each month would exceed their forecasts. Most of the salespeople, as one would expect, fell short of their forecasts.

They were required to explain the reasons for this to the group and to announce what they intended to do to fix the mistake and get back on track. Invariably, almost every one of them dropped their head and said things like: They firmly believed that cold calling works, despite the fact that none of them had ever succeeded in sales themselves and got their management positions through connections, relatives, and playing office politics.

All of the salespeople agreed as well because they had been taught to cold call, that cold calling works, that sales is a numbers game, and thanks to the micro-managing and daily reports, they were programmed to do it. All of the salespeople except for one, that is. Why would they do more of the same activity? More of the same will equal more failure.

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The management in this particular office was obsessed with cold calling to an extent that was almost cult-like. My boss was completely baffled one day when I announced that I no longer desired to participate in the cold call blitzes because I considered them to be a waste of my productive selling time.

Change it. Do something different. An army is like a fire. If you do not put it out, it will burn itself out. I once had a sales manager who was particularly unsuccessful and subsequently fired. Every appointment you ran counted for 10 points, and every cold call you made counted for 1 point. So, if you happened to have one appointment scheduled on a particular day, you would be required to make 40 cold calls to make up the balance of your 50 points.

Salespeople who chose to do their cold calls on the phone were required to do them from the office and to fill out a detailed call log, including company name, contact name, telephone number, result of the call, etc. The reps who preferred to do their cold calls in person, which happened to be the majority, were required to be in the office from 5pm to 5: Did I mention that this guy was eventually fired?

We had to keep records of this in glorious detail for our random card box inspections, and the end result is that otherwise good prospects were harassed to death and swore never to do business with that company, ever. Persistence at work. He points out an astounding fact he realized as the result of keeping detailed records of his activity: By only dealing with customers who bought on the first or second appointment and writing off the ones who did not, he was able to immediately double his income.

Remember my definitions of buying and selling? If you do nothing else in this book, do this one thing. It will make the difference. Funnels and forecasts are a waste of time? Well, in theory, no.

In reality, yes. The way I see it, funnels and forecasts are one of those old-school ideas that make sense in theory and look great on paper but backfire in practice.

In fact, eliminate the word from your vocabulary entirely unless you happen to need one to add transmission fluid to your car in my opinion, the only appropriate use of the word funnel. Sales managers talk about funnels and funnel reviews and funnel management without considering a basic principle of psychology. Review the chapter on Overcoming Limiting Beliefs for more on how this mechanism of the mind works.

You have no place in the professional world of selling and I want to have nothing to do with you. I consider it a disparagement to my reputation to even have this book sitting on your bookshelf. Let me give you an example.

I had a problem agreeing with this for several reasons but one stood out in particular. The upper management at Lucent would obsess over different minute details at different times, and for a while it was closing ratios. As you can see, dwelling on funnel management results only in generating more and more activity without correcting the core problems. The solution instead should be as follows: Forecasts are necessary, to some extent, in the operation of a business. Any successful business obviously has proper planning behind it and semi-accurate forecasting is necessary to accomplish this.

The problems begin when forecasting is misused by the salespeople, the management, or both.

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We all know how salespeople misuse forecasts. The vast majority of salespeople are overly optimistic on forecasts because they want to make the boss happy and at least appear to be on track to hit their numbers. When is that one going to sign?

Management misuses forecasts in a variety of ways, from the silly to the downright stupid. Remember the sales manager I mentioned who was obsessed with the idea of funnel management?

Well, his boss was obsessed with accurate forecasting and took it to such an extreme that it destroyed morale, made people quit, and caused sales to suffer dearly in the end.

He even went so far as to create elaborate spreadsheets that generated detailed reports as to who was meeting their commitments, who was off-track, if so by how much, and was complete with lots of pretty graphs and pie charts. Interestingly, when I pressed him to explain to me why this must be so, he admitted that he had absolutely nothing to do one day and so he spent — or should I say WASTED - several hours concocting this idiotic plan.

He is a grand example of someone who contributes nothing to an organization and should be immediately fired or have his position eliminated. The reality of the situation boils down to another one of those basic facts of the selling profession that is so often overlooked: As salespeople, we cannot control sales.

We can only control our sales activities. These things happen. Attempting to hold salespeople accountable is irresponsible and unrealistic, and is the act of an upper management that has never been in real-life selling situations.

These people leave school with their MBAs, are hired directly into management, and spend the rest of their lives sitting comfortably behind desks, buried in spreadsheets, looking at cute pie charts and graphs. Granted, there are plenty of salespeople out there who are downright lazy, out to collect a salary for as long as they possibly can, and will never make their forecasts or hit their numbers. They should be fired and eventually will be.

For the rest of us, who are out to make an honest living and work hard every day, we can only do our best to work smart and hard, improve ourselves in as many ways as possible, and never stop the learning process.

Edison was hard of hearing. Now I had to explain myself all over again, loudly. Edison ever had, describing his very first meeting with Mr. Put simply, a filter is something that impedes you and an amplifier is something that helps you. In other words, an amplifier assists in helping to get your message across and a filter blocks your message. Marketing people take this concept of filters and amplifiers to minute detail that seems almost ridiculous.

For example, direct mail marketers use the concept to determine which way a sales letter will be folded and inserted into an envelope. Keep this concept in mind. Go to the ridiculous, minute detail that the direct marketers do. Remember, filters are bad. Amplifiers are good.

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You Are What You Wear: Never let yourself get lost in the crowd, then, or buried in oblivion. Stand out. Be conspicuous, at all cost. Make yourself a magnet of attention by appearing larger, more colorful, more mysterious than the bland and timid masses. Anyone who has worked with me in sales knows that I take this concept to extremes and attain tremendous results with it. There is another dangerous half-truth running around out there in our world of selling that I believe is literally destroying the careers of otherwise very talented salespeople.

Remember those examples of salespeople who give away their power and endure the wrath of sadistic, selfish prospects and customers? This is another sure-fire way to wind up in that situation. I do not believe that you should dress like your prospects. Who are the people in our society who are turned to for advice? Attorneys, accountants, management consultants, financial advisors, marketing consultants, etc.

Think of how these people typically dress and present themselves. Why do most people take the advice of doctors without question, when that advice frequently is to undergo expensive, painful, and sometimes dangerous surgery? Because of the powerful image associated with doctors. Their authority is not questioned. Do your prospects respect you as much as they respect their doctors? If not, why not? Do something to change that.

Again never cold pdf call

Why is the stereotypical image of a lawyer associated with a dark, expensive suit, a red power tie, and slicked-back hair? Because, much like doctors, lawyers and the legal industry work hard to maintain and project an image of power and intimidation.

Think of the world of relationships and dating. Early in a relationship, the two lovebirds are doing all the usual dating and courtship behaviors such as going out to nice elegant dinners together. What happens after a year? Probably not! The need for approval is gone and the fear of loss is gone. The same applies in selling situations. Chances are the cell phone is turned on and may even ring loudly while the salesperson is waiting for the prospect. The salesperson, upon entering, will look around and attempt to start a conversation based on something in the office.

Or perhaps there will be some conversation about where the prospect is originally from, where in town they live, etc. I used to do this myself and it just annoys prospects. The salesperson then goes into the company story routine, which sends a subconscious message to the prospect that the salesperson is in need of approval and is telling the story despite the fact that the prospect never asked.

The remainder of the appointment goes as usual, with the typical fact-finding, questioning, and other necessary elements to the sales process. I arrive dressed to the nines, wearing a nice suit, always with the jacket on despite how hot it may be outside, and with everything in perfect order. Remember how I said a sure way to offend a busy executive is to waste his or her time?

The remainder of the appointment goes as usual, I thank the prospect, and leave quietly. I avoid the company story routine unless the prospect asks specific questions about my company, which I of course answer as accurately as possible. Why do I not tell a company story? If you spend as much time in reading this book as you do in cold calling, your success percentage and your income will skyrocket.

Read this book and USE its contents! After implementing just a few of your techniques I went from signing clients per month to signing When I finally caught my breath I tried some of your other tips and last month alone added over new clients!

Thank you, Thank you, Thank you! Frank Rumbauskas has created an outstanding plan that eliminates cold calls and increases your team's effectiveness while increasing your corporate sales figures. It encourages and shows your sales people how to develop their talents and everyone involved benefits. This book will earn you thousands more this year and open your eyes to the biggest deals in the world. Don't waste another day frustrated on the phone Looking forward to the next installment, all the best!

I love it and have read it and listened to the CD's over and over. I just started an outside sales position and my boss is amazed at how many appointments I'm landing! Frank J. Rumbauskas Jr. In Never Cold Call Again, Frank Rumbauskas shows salespeople how to achieve sales greatness without using those dreaded old tactics like cold calling.

Now, in The Never Cold Call Again Online Playbook, he gives small business owners, independent professionals, and entrepreneurs a complete, all-in-one guide to the best practices of effective online marketing. The best marketers know all the secrets of using the Internet to fuel business growth.

You'll learn how to develop a complete online marketing system that boosts sales and brings in customers galore. For anyone who owns or operates a business and wants to increase their sales, profits, and visibility online, The Never Cold Call Again Online Playbook is the ultimate practical resource.

Permissions Request permission to reuse content from this site. Undetected country. NO YES. Read an Excerpt Excerpt 1: PDF Excerpt 3: PDF Excerpt 2: Description About the Author Permissions Table of contents. Selected type: Added to Your Shopping Cart. An all-in-one guide to online marketing from the New York Times bestselling author of Never Cold Call Again In Never Cold Call Again, Frank Rumbauskas shows salespeople how to achieve sales greatness without using those dreaded old tactics like cold calling.

A comprehensive toolkit for creating a complete, powerful, and effective online marketing program for your business Written by online marketing guru Frank Rumbauskas, bestselling author of Never Cold Call Again and Selling Sucks A revolutionary system for increasing sales without tired old selling tactics that no longer work anyway How to explode your business with social media sites like Twitter and Facebook For anyone who owns or operates a business and wants to increase their sales, profits, and visibility online, The Never Cold Call Again Online Playbook is the ultimate practical resource.

Table of contents Foreword Armando Montelongo.

The Never Cold Call Again Online Playbook: The Definitive Guide to Internet Marketing Success

PART I: Online Marketing Today. Your Internet Marketing Goals. The Future of Internet Marketing. Building A Brand Online. Your Online Identity: The Foundation of Internet Marketing Success. Create Instant and Verifiable Expert Status. Building Buzz Online. What Is Buzz?