Sinopsis

Con este libro conseguirá un doble objetivo, aprenderá inglés a la vez que se formará en las habilidades directivas claves para tener éxito en el entorno empresarial actual. Trata, en inglés, temas relacionados con la comunicación, la negociación, el cierre de ventas, la fidelización de clientes, trabajo en equipo, inteligencia emocional, etc.

Su estructura está especialmente diseñada para facilitar el aprendizaje, contiene artículos breves, en inglés, de temática de gran interés para los profesionales, en los que se marcan las palabras más complejas, de las cuales podrá consultar su definición mediante un link.

Finalmente, para aquellos que deseen tener la traducción del vocabulario destacado, pueden consultar el glosario que aparece al final del libro, que contiene la traducción al español de todas las palabras clave.

Le invitamos a que lo abran al azar y lo hojeen, es la mejor forma de conocer su gran utilidad de primera mano.

A perfect team

If the scheduling of appointments is outsourced to a call centre, the coordination and communication between sales rep and call centre agent needs to function smoothly.

“How in the world can they talk with our customers?” was one of the initial reactions from the sales force at Stäubli Tec-Systems Connectors, Bayreuth, when they found out that future scheduling of appointments would be outsourced to an external Call Centre, the CommuniCall Contact Center, Bayreuth. “The sales force’s greatest fear was to be cut down in their freedom to plan,” reports regional sales manager Andreas Lanßky. However, for managing director Heinz Maisel, these initial reactions were not an obstacle. He felt sure that the sales force would quickly profit from the collaboration.

First hurdles taken successfully

The four-week pilot phase, which involved two Stäubli sales reps, already proved Heinz Maisel right. One of the salespeople was Norbert Dörfler. From the beginning, he took a positive view of the project but he also knew that obstacles had to be dealt with in the initial phase. One example was effective route planning. “When we started out, it sometimes happened that we had to go from one customer to the next who was 70 miles away,” says Dörfler.

Raising the scheduling quality

A much greater challenge, however, was achieving a high scheduling quality. “It is top priority to be as high as possible,” emphasises Andreas Lanßky. For the call centre staff to be in a position to schedule useful appointments, they first had to be trained in product knowledge. Beyond that, they receive continuous training from the regional sales managers. “We are the link between the scheduling centre and the sales force,” reports Lanßky. To him, smooth communication is what it’s all about.

This is also the case for direct collaboration between the call centre agent and sales rep., “Of course, we discuss with the agents how to best start the call, how to determine theappropriate contact or which questions to ask,” explains Norbert Dörfler. “The better the scheduling centre has been briefed, the greater the scheduling quality,” adds Andreas Lanßky. Usually, Norbert Dörfler is very satisfied with the quality, “The contacts are well informed about the concrete reason for the sales rep’s visit and are usually well prepared. In many instances, all other important contacts are present at the first visit.”

Sales force maintains scheduling power

Norbert Dörfler confirms that the sales force still remains in charge of scheduling. The central control medium is an internet-based appointment calendar which is used by the sales rep and the call centre agent to enter appointments and leads. “The call centre only schedules appointments for the time-periods we release on the calendar,” reports Norbert Dörfler. “If I mark an office day, the agent knows not to schedule any appointments for that day.” Also, the sales reps take care of their most important customers themselves. “The call centre agent only schedules appointments for the released times with new customers or B and C customers,” says Dörfler.

Conclusion: It already became clear during the pilot phase that this new procedure made life significantly easier for the sales force. Sales reps are able to make more visits than before and the visit’s efficiency has clearly increased.

Everyone has to do their share

Even one year after completion of the pilot phase, all involved work on continuous improvement. The agents receive further training from Stäubli’s regional sales managers. Once a week, they get feedback about the appointments they scheduled. “This system lives from ideas,” says Andreas Lanßky. “It’s key that everyone is backing it 100 percent.”

Company information

The Stäubli Group has a worldwide distribution and service net with 11 production units and approximately 40 sales offices in 85 countries. The Stäubli Tec-Systems Connectors product portfolio comprises quick disconnect couplings and multi couplings systems, quick mould change systems, high-speed precision robots for industrial, painting, and all automation needs, weaving preparation systems, jacquard machines and industrial accessories. For further information please contact www.staubli.com.

Achieving success in a difficult market

Competition is quite tough among home builders but Viola Christophel, franchise partner with Town & Country, cannot complain about a lack of orders.

To Viola Christophel from Brandenburg, who is a licensed partner of the massive-construction homes builder Town & Country, clear positioning in the market is an essential prerequisite for success. “We offer massive-construction homes in the low-price segment. Our main target group consists of young families with average incomes.”

Because these customers have an especially high security need, Viola Christophel approaches the matter at the beginning of the sales talk. She explains to her customers that they are automatically covered against risks if they decide to buy a Town & Country house.

Always oriented towards the customer

This entails presenting to the customer a certificate with a building quality, finance, and building service cover, which is automatically included in the price. It’s just as important to Viola Christophel first to determine the customer’s financial frame and how he envisions his dream home.

The actual planning of the house plays an important role in the sales talk. Viola Christophel attaches great importance to clarifying and discussing every detail because great emotional values are attached to living in your own home, “The customer wants to improve his quality of life and fulfil his dream.” In order to give the customer a good idea of how his dream can come true, Viola Christophel draws up a virtual model of the house on the computer, precisely matching the customer’s wishes. At the end of the sales talk, the customer receives a computer print-out of his future house – an especially important moment, as Viola Christophel emphasises. “The customer sees his finished home in front of him. This raises his anticipation.” Before the customer leaves, something important must be taken care of: Agreeing on a follow-up appointment to clarify all the planning and financing details.

Proactive marketing

Intense marketing is an integral part of Viola Christophel’s work. She is responsible for local marketing activities, while headquarters deals with national marketing efforts. Ad campaigns are supported by the franchise provider but Viola Christophel also takes advantage of being locally present, for example by attending local house building exhibitions and by making personal contact with potential customers.

Showing structurally completed homes results in many customer contacts: As part of a marketing campaign, the Town & Country customer agrees to have his house shown before completion. “The customers are proud of their new homes, so most of them agree to have them shown,” says Viola Christophel.

Customer retention worthwhile

It is also worth one’s while to follow up with customers who buy a house only once in their lifetime, emphasises Viola Christophel, because “I get a lot of referrals from them.” The customers are proud of their houses and are pleased to pass their positive experiences on to others. Therefore, Viola Christophel is always able to turn to her referral customers if a potential customer wants to see a lived-in Town & Country home from the inside and exchange ideas with the home owner.

Checking out the competition

It’s not a taboo subject for Viola Christophel that prospects also check out the competition. “We can talk openly about that!” While she nudges some customers onto the subject herself (“Have you looked somewhere else yet?”), other customers, referring to the competition, try to haggle the price down several thousand Euros. In this case also, Viola Christophel has a clear strategy: “I ask the customer to re-examine if the same services he gets from us are also included in the competitor’s offer. As a rule, this is not the case.”

After the visit is before the visit

They may often be bothersome, but meaningful call reports help ensure better customer care and make preparation for your next visit much easier.

Sales representatives who procrastinate in writing their call reports aren’t doing themselves a favour, because the “fresher” the experiences are in your mind the easier it is to put them on paper. Besides, there is less danger in forgetting important things. Your call reports must contain the following points:

What type of visit was it (for example, routine visit, cold call, first visit, follow-up visit)?

What was the goal/purpose of your visit (for example, to explore the chances for collaboration, to get to know the decision makers, to present a requested offer, etc.)?

Who was present? What is their function? In what way or how strongly do they influence the buying decision?

What were the results? Which agreements were reached?

Did you reach the goal you aimed at? If not: What are, in your opinion, the reasons for that?

Which follow-up measures should take place/were agreed on? Who takes the initiative/is responsible for them? By what date?

Which actions must follow immediately?

What other persons are involved/have to be included?

Personal evaluation

Your call reports should also include your personal evaluation of the following questions:

How was the atmosphere during the talk?

How does the customer view your company and your products?

How high do you think the chances are for winning the customer and retaining him (if this is a potential customer)?

How do you judge the stability and durability of the relationship with the customer (if this is an existing customer)?

Do you notice anything unusual or strange, perhaps some changes, an improvement, or a change for the worse ?

How do you assess the customer’s current situation, his own position in the market and the economic trend?

Approach service creatively

Customers like businesses that find creative answers and solutions for their needs.

Every single contact with a customer presents you with an opportunity to be creative, but you also ought to creatively develop your longterm strategies for better service.

Some tips for turther practical steps:

Compose a list of all your routine behaviour patterns regading your customer relationship (for example, predetermined words of salutation, standard letters, etc.)

Try to break the routine with creative behaviour that shows the customers how much you appreciate them!

Review all the initiatives that you and your employees have displayed towards your costomers during the past weeks. Try to determine what impression you might have left.

Creative managers regularly conduct brainstorming sessions with their teams to develop new ideas. Beforehand, it has to be made absolutely clear that such meetings proceed devoid of restrictions, negativity, assessments, and criticism.

These criteria should be measured against the analysis:

Is the idea unique?

What is your gut-feeling regarding this idea?

Does this idea fit your customer and is it worth developing?

What are you trying to achieve by implementing this idea?

While routine devalues the relationship with your customer, creativity valorises it. Creativity enables you to give more than you are contractually obliged to do. That way you can be a step ahead of the competition and other market participants. This is often achieved easier than believed.

Approaching customers on the spot

With the help of geo-marketing, target areas and available addresses can be examined for their potential in advance. This regionally individualised target group approach is the key to success in direct marketing.

In the geo-strategic optimising of a direct marketing campaign, not only demographic data such as age, profession, household income, or information pertaining to product affinity play a part, but also the proximity to the competition, or the distance and routes to the supplier’s locations and branch offices.

The available amount of data on business and consumer target audiences is enormous: Schober’s subsidiary, Infas Geodaten, has a household database including 35 million home addresses at their disposal, selectable by microgeographic characteristics, more than five million so-called lifestyle addresses, selectable according to specific buying intentions, consumer focal points and interests, more than seven million private email addresses with consent for email marketing, and more than five million business addresses in Germany, Austria, and Switzerland.

With the help of geo-information systems, the GfK (Association for Consumer Research) Geomarketing is optimising their customers’ dialogue marketing campaigns. In this process, applicable addresses are filtered from the existing pool of addresses, responses are analysed, and the levels of efficiency are compared. What lies behind this: In a mailing campaign, the response rate can indeed be measured but most of the time the senders are deprived of the information about where exactly their informative letters had a high response and in which regions a comparatively small response was achieved.

By using a recent example, the mechanism of the geo-strategic optimising process becomes clear: Mailings were to be sent to retail businesses. The following objectives were to be taken into account: To localise profitable target areas and target groups in order to minimise or altogether avoid wastage, to measure the mailings’ response rate differentiated according to regions, and to determine its consequences for sales. The goal was to reach retail businesses that are located in affluent regions allowing the sender of the informative letters to achieve a high contribution margin.

Initially, for the selection and evaluation of this data, the addresses were important. On the basis of the postal code, they were put into a geographical order and placed on a map. Because of the addresses’ geographic relation, more potential factors could be taken into consideration. For example: What part of the general buying power is available for the retail industry? Through this procedure, it was possible to find locations with strong retail trade – and these regions were especially interesting for the mailing campaign.

The costs for geo-strategic optimising of direct marketing campaigns vary, dependent on the depth of the analytical examination. If a client simply wants to isolate regions according to one specific characteristic like buying power, a few hundred Euros will suffice. For a more precise approach – perhaps down to the geocoordinate level and that for many regions – the expenses could possibly reach the six-figure area. A tip: In order to raise the economic efficiency of geo-marketing, let your company’s various departments such as marketing, media planning and sales, share the secured data.

Be proactive in getting referrals

Almost everyone in sales has heard appreciative words from their customers. But not enough salespeople ask for a written recommendation.

Positive feedback from customers is the best advertisement for sales representatives, their companies, and their products – provided that it is made public. Especially valuable are written testimonials created by people whose opinion is highly esteemed among a large circle of potential customers. For management consultant Alexander Christiani from Starnberg it is imperative to document the credible statements of satisfied and enthusiastic customers. In his opinion, something in writing is much more convincing than the spoken word.

Take calculated steps

There is one problem: Rarely does a customer feel bound to compose a referral letter. Even if you ask him for it, you must reckon with having to broach the subject again until the whole matter becomes embarrassing to you. Christiani, therefore, recommends keeping matters firmly under control by offering to formulate the referral letter for the customer.

Example: A customer just made some positive remarks about your products. You seize the opportunity and ask him to give you those remarks in writing, which the customer assures you he will do. You thank the customer and continue with the sales talk.

After a few minutes you return to the subject “referral,” emphasising how pleased you are about the customer’s promise. At the same time, suggest to relieve him from the bulk of the work by writing up a draft which the customer could modify if need be. According to the experience of Alexander Christiani, “Most customers gladly agree to this procedure. And if we do the preliminary work, eight out of ten customers feel obligated to keep their word and send the referral back.”

Being present without pressuring

Salespeople who put their customers under pressure and push them to make the buying decision, attain only short-term success, if any at all. It’s much more likely that the customer will not buy in the first place or regrets his purchase afterwards.

Sales experts agree: One of the most important success factors for sales representatives is their presence with the customer. This applies especially to acquiring new customers, “If you let more than 15 days go by between the initial and the follow-up appointment, you are banished from the customer’s mind,” explains Michael Weber, Sales Manager Germany for Viessmann, Allendorf.

More often than not, this presence with the customer is mistaken for applying massive pressure. Instead of showing an interest in the customer and taking his needs seriously, he is pressed towards a decision. This starts as early as scheduling the appointment, says telephone trainer Klaus J. Fink from Bad Honnef, “If the appointment is forced on the customer, he develops a feeling comparable to buyer’s remorse.”

Offering benefit instead of applying pressure is the most promising way to go. On the one hand, sales reps should allow their customers enough free space so they won’t feel pressured but on the other hand convey to them that they always will be there for them and advise them competently in all important matters.

For example, it is especially beneficial to the customer, if the sales rep makes the transition to the new supplier as easy as possible, “ This entails, for example, the sales rep programming all the important contact numbers into the customer’s telephone system,” explains Michael Weber. Moreover, conducting extensive user workshops for customers and supporting them in all technical matters are decisive factors in retaining your customers.

Benefit beats price

Sales people, who focus their presentation strictly on customer benefit, don’t need to fear price objections

Alfred A., a sales representative for an outside supplier from Essen, had no explanation for a phenomenon he was experiencing, “I noticed that customers started coming up with price objections just as I was giving a detailed explanation of the product advantages.” But as soon as a customer told him openly, “That may all be fine and dandy, but what do I get out of it ?” the truth dawned on him. “I realised that I had disreqarded, one crucial step: to explain to the customer how he can benefit from the product.”

This experience prompted the sales rep to reassess his sales argument, “Now I’m no longer content just knowing what the product can do but I think about how it can benefit the customer.” Alfred A. encountered a basic problem that his colleagues were also confronted with, “When we were introduced to the latest products, we always received a lot of information from our company, which, for the most part, consisted of technical papers and data sheets. Even we had difficulty in figuring them out.”

In-house workshops

Alfred A. and his colleagues approached their sales manager about this problem. “We made it clear that we are much too fixated on the product features which really puts customers off.” reports the sales rep. “Then we sat down together in workshops and figured out what to improve and how to go about it.”

Alfred A. is very pleased with the results, “We were determined to get to the bottom of the matter: What do our customers want? Where do they have problems? What is it that will benefit them?”

During the workshop it became clear to the sales reps that often the most obvious things are important to the customer and that there is much he’s just not interested in, “If I read all the technical data to the customer, he’ll forget them quickly. But if I tell him that this product is suited for a number of purposes and that it saves him time and costs – then the customer really knows what benefit he gets if he buys.”

Quick tip
Emphasise the customer benefit

According to Dr. Irene Glockner-HoIme, a sales expert from Stadtbergen, “It’s easy to walk into the ‘benefit trap ’ and talk about the product advantages instead of the benefit it provides to the customer.” She explains that a product is not beneficial, per se. Only if the product is applied correctly, the customer derives an advantage from it. This advantage is the customer benefit and it should be emphasised clearly. Here are some examples:

The product benefit of an innovative measuring device for production lies in even more precise measuring. The customer benefit, however, lies in the decrease of the production costs.

The product benefit of a navigation system lies in being guided automatically to your destination. The customer benefit lies in arriving relaxed and safe at your destination.

The product benefit of automatic machine maintenance lies in not having to take care of anything. The customer benefit lies in, for example, increased safety and time gained.

Call centre agents act as “secretary”

Negative examples have had harmful effects on the image of call centres. But the successful collaboration between a call centre and an industrial company shows that it can work with a different approach.

If sales reps schedule all of their appointments themselves, they come under time pressure. That is why Heinz Maisel, CEO for Stäubli Tec-Systems Connectors from Bayreuth, decided to collaborate with the CommuniCall Contact Center, also located in Bayreuth.

“Each call centre agent who works for Stäubli only sets up appointments for the sales representatives assigned to him,” explains Alexander Bernreiter, who is in charge of the Austrian sales territory. “You could call us the sales force’s secretary.” Bernreiter and his colleagues make it a point not to convey to the customer that an anonymous call centre is calling but a colleague from the sales force. If the customer has questions or wants to postpone an appointment, he contacts the agent, who, upon request, gets him in contact with the sales rep or arranges for the customer to be called back immediately.

In order to avoid a clashing of appointments, the call centre agents schedule customer visits two weeks ahead of time. The agents enter the dates into Teamspace’s Internet-based appointment calendar, which can be accessed at any time by the sales reps and where they enter their own appointment dates, scheduled with their key accounts.

The sales reps also inform their “secretary” which routes they are driving. “We’re using postal zones and schedule appointments only with those customers who are located within the allotted zone,” explains Marco Dünkel.

Close dialogue with the sales force

It is the call centre agents’ uppermost goal to schedule qualified appointments for the sales force, “Once a week we receive feedback from the sales reps on what became of our appointments,” says Marco Dünkel. Because of the close dialogue with the Stäubli sales force or with the regional sales managers, the call centre agents are able to optimise their actions continually. This involves, for example, analysing the requirement and determining the right contact. “In 90 percent of all cases, it is the production manager” reports Marco Dünkel. Still, he has to ask precisely each time, “In some companies, there are several contacts and sometimes I have to contact them individually.”

If an appointment is set up, it is always confirmed to the customer in writing – however, not before the next day, as Alexander Bernreiter emphasises. “It could happen that the sales reps also scheduled new appointments but didn’t enter them into the appointment calendar until the evening. Therefore, we compare the dates before we confirm the visit to the customer by e-mail or fax.”

Conclusion: Because of excellent coordination and a continuous dialogue, the collaboration between the call centre agents and the sales force is being steadily optimised.

Well prepared

Before the call centre employees were able to start scheduling the sales reps’ appointments, they received thorough training from customer Stäubli. Because the company sells products which are in need of explanation, such as a variety of couplings, robots for industrial needs, and a wide range of industrial accessories, the call centre agents had to acquaint themselves intensely with the new matter. In addition, the call centre agents receive continuous training at Stäubli, usually conducted by one of the regional sales managers. “Of course, we don’t need the complete technical know-how but at least enough of it to determine the customer’s requirement,” says call centre agent Marco Dünkel.

If the customer asks more probing questions over the phone, the moment has come to schedule an appointment. “Then you reply to the customer that it’s best if a sales representative explains the details,” says Alexander Bernreiter.

Classic marketing traps

Detecting corporate mistakes early prevents wrong decisions

Quite a few small and medium-sized companies are subconsciously falling into the same traps: Frequently, the much-feared competition beats you to the punch, gaining the customer’s favour and perhaps even ruthlessly hijacking your very own ideas. What is the problem?

Many small and medium-sized businesses are bowing low to the motto: just don’t stand out.

They are afraid of

provoking the competition,

being a magnet for buyouts and takeovers,

alluring intellectual theft,

becoming a victim of the media,

inspiring jealousy in their community, etc.

In a safely tucked away and concealed niche, life can flash by comfortably by comparison. The downside of this, however, is that it will continually become more difficult to attract new customers and to distinguish yourself in a reputable way or for potential customers to even find their way to you, much the same as qualified employees. In the event of an “incident,” you can be sure of the fact that the press and respectively the public will react far more concerned to such news from an unknown entity than from an already respected and well-known company!

Textbook trap of the small and mediumsized businesses: not being able to let go.

They are afraid of

bidding farewell to a portion of theis customer base:

even if it hardly generates anu revenue,

accumulates high costs and

jams capacities that are essentially needed for expansions and development.

Many small businesses initially start their business activities with only one product or service. After a successful start, variants are developed, new product lines are added and everything broadens instead of striving forward. Often, it is believed that maintaining as many products as possible can generate steady sales or even increase them. But that is a fallacy!

Constantly review your product portfolio, looking for the key providers.

Amply practise cost management and use controlling instruments.

Aside from revenues, direct your attention to the creation of value, respectively the EBITDA (earnings before interest, taxes, depreciation, and amortisation.)

The human resources trap: hurt no one.

They are afraid of

rearranging the personnel structure regarding executive and employees:

because it is often belived that doing so may destroy the corporate climate, culture, of the existential self-image.

This is the most malicious trap yet: Employees and executives have brought the company to the top with team spirit and loyalty

Yet, this may have led to subliminal conflict and resentment amongst them. Executives, who are blocking one another, constrain the desperately needed implementation of effective marketing strategies far more often than suspected.

So, what can you do?

Scrutinise your personal formulas for success regularly and dispose of them if needed, when new necessities are emerging on the horizon. For these decisions you will, above all, need objective targets and controlling instruments.

Comunicate visions

Do not just talk about visions but awaken them in your employees.

Visionary mission statements are the elementary fuel for entrepreneurial planning and action. Visions secure a one-of-a-kind market positioning and build important gateways into the future.

But what is the stuff that dreams are made of? And in which way can it be realised purposefully? What does the word “vision” actually mean? Sadly, in everyday practise it is often mixed up with similar and frivolously used buzzwords.

Conceptual delineation from correlating terms

For example, the much-quoted corporate philosophy should manifest the management’s uppermost core values, while the corporate policy manifests the product and market goals as well as the financial, social, and managerial goals.

The overall concept statement specifies the chief behavioural guidelines and the managerial style of the company. The mission defines the current function and placing in society. Yet, the vision identifies what the company shall represent and create in the future. Visions are the mental images of a prospective reality.

So, a vision is something that looks beyond our momentary existence, it enriches, nourishes, and amplifies us. A vision, therefore, always outlines the idea of self-actualisation.

What effects do visions have?

Lived visions cause an inciting effect on employees, because within them their worthwhile future is reflected.

Visions are the source of innovation and promote vitality and a fast pace.

And: They place the customer and his requirements at centre stage.

So nowadays, it is the management team’s most crucial ability to be masterminds in fabricating visions. Not to “let run” but to “run yourself” and predetermine what the company will be and do in the future. For example:

The best service in the industry.

Worldwide low-cost leader.

The most successful business.

How can you get those visions off the ground?

A vision can only achieve the desired behaviour when it is communicated and implemented in a goal-oriented manner and when the result is rewarded properly. That is why the managers have to align these visions with the individually set goals of the salespeople because peak performances can only be the result of self-motivated endurance and personal commitment. Your employees should fantasise and “envisage” themselves in the desired condition:

How do you see yourself as a successful salesperson?

How will you face your customers?

How will your success affect your personality?

What new things will you have learned?

But never forget: No objective in this world, no award, however luxuriant it may be, no promise for a pay raise, however high, could motivate a mountaineer to keep climbing the peak again and again at the hazard of his own life. Only he himself, only his own free will and endurance can achieve this.

Complaints are opportunities

Sales representatives need to take each customer complaint seriously and respond immediately.

Many times Wolf T., a sales representative for a supplier in Essen, has received text messages like this one from his colleagues in the internal sales force, “Call customer XYZ right away, he’s very upset !” – “And when I called back it turned out that it was only a minor detail that had to be resolved in order to make the customer happy again.”

However, Wolf T. knows that no customer complaint should be taken lightly, “You always have to react quickly. What’s most important is to convey to the customer: I do what I can. Even if you can’t drop everything, you should make it clear to the customer that only he matters right now.”

Two customer groups

Walter G., a sales rep for a commercial enterprise from Berlin, divides his customers into two groups: the desperate ones and the ones who crave attention. “The latter ones use the opportunity to be the centre of attention. It’s not so much about the matter itself. In contrast, the customers from the first group are really helpless and hope that someone rescues them from their plight.”

Conclusion: Professionally handled complaints present an excellent opportunity for expanding business with the customer. In Walter G.’s words, “The happy ending of a complaint often means a new order.”

Correct assessment of customer inquiries

All the efforts the sales department puts into the acquisition of a new customer often turn out to be in vain because the prospect decides to buy from the competitor after all. One corrective measure to prevent this is a substantiated calculation of the buying probability for each customer inquiry.

In principle, it is true that each customer inquiry has to be answered as quickly, competently, and comprehensively as possible. But businesses have to bear cost-effectiveness in mind and can’t allow themselves to pay the same degree of attention to each prospect. The internationally operating market research firm Vocatus, based in Munich, developed a model called lead scoring, which supports companies in the assessment of customer inquires. Based on statistical procedures, each inquiry receives a purchasing probability score.

The problem is that “A large number of inquires score very low in buying probability,” says Mark Lendrich, Senior Project Manager for Vocatus, and illustrates this fact by using the example of an automobile manufacturer examined by Vocatus. In this case, 23 percent of the customers produce 81 percent of sales. Lead scoring provides an extremely precise prediction model. A process called data mining identifies influential factors that show a high connection with purchasing probability. Factors, such as customer type, socio-demographic data (such as age or gender) and all other available data about the customer are taken into account. During the examination, the market researchers analyse the customers on the basis of data collected from order forms that the prospects completed online on the car maker’s website.

Aside from the fact that some customers do not fully complete the form, aspects such as the age of their current car or the amount of extras are incorporated in the evaluation. “In some companies we experienced that prospects going to great trouble over filling in the form, score higher in purchasing probability,” explains Lendrich. But even less obvious connections to buying probability can be discovered this way: A prospect who completes the website form and also uses two or more different modules on the website and configures many typical extras into the vehicle scores, statistically, a buying probability of 97 percent. Another prospect, being only 20 years of age but otherwise showing the same data only scores a buying probability of 5 percent.

But: “A prospect is not more inclined to buy a car because of his repeated contacts with the manufacturer,” underlines Lendrich, “rather it can be determined statistically that those customers who had repeated contact, have a higher buying probability.” In this way, certain customer inquiries will take priority. This makes lead scoring an important tool, for example, in the sales support for dealers. “At the same time, customer inquiries can be dealt with more efficiently, which in turn increases the company’s profitability and sales,” says market researcher Lendrich.

Customer service boosts sales

Your colleagues from customer service may be able to provide you with hot sales leads. Therefore, it pays off to keep in contact with them.

The customer service reps from a mediumsized factory in Krefeld have long since gotten used to the following ritual: If the doorbell rings at their branch office at 11 A.M. on Fridays, it is Manfred G., the colleague from the field sales force. He comes in, shakes hands with everyone and exchanges a few words about the weather, the upcoming vacation, or the local soccer team’s weekend match.

An outsideobserver, watching this scene, may arrive at the opinion that Manfred G. is not necessarily one of the most industrious people in his guild. He seemingly dawdles with his colleagues instead of taking care of his customers.

High benefit

But one couldn’t be more wrong. The hour he spends at the customer service branch provides Manfred G. with high benefit. During the small talk, he hears things he never would have found out otherwise. For example, a customer service rep recently told him that the machine, installed at a customer’s in Ettlingen, is showing considerable signs of wear. To Manfred G., this information was ready cash, “I called there immediately and got an appointment, which gives me the opportunity to introduce our new product to the customer.” Manfred G. is certain that he will return from this appointment with an order.

Valuable lead

A lead, coming from the staff members of a customer from Hamburg and overheard by one of Manfred G.’s customer service colleagues, proved to be a “real stroke of luck” for the technical sales rep, “Company … plans on moving to Poland!” The following week, Manfred G. already had a meeting with the company’s general manager and made him an offer, “In case you’re planning to open a production site in Poland, may we …?” Manfred G. still remembers the customer’s reply, “I think you got a hotline to Heaven!”

However, the service technicians do not always pass on something positive to him: “They also tell me when a customer complains about quality defects or when they discover a competitor’s machine. My colleagues know that I will always listen to this sort of information.” What’s more, “When they’re at the customer’s premises, they do far more than take care of their regular work. They talk to the operating staff and to the foreman. If they happen to meet the Head of Engineering, they always exchange a few words with him. My colleagues are always on the lookout for valuable tips and leads.”

Extended arm

To Manfred G., the customer service department has long since become the extended arm of the sales department. Much has become routine. Since the beginning of the year, every evening the service branch secretary faxes him the service technicians’ work reports, “Now I’m able to keep track of which machines are standing at what customer’s, how old those machines are, what condition they’re in, and where it may be worthwhile to inquire about replacement purchases.”

From time to time the customer service reps even take on selling tasks on behalf of Manfred G., “They may ask the production manager if a machine’s achievement potential is still sufficient and if it wouldn’t be better to use a product with a higher processing speed. Or they bring along prospectuses featuring our new products and explain to him the benefits those offer.” If the customer shows even a trace of interest, Manfred G. gets informed about it right away.

It is not just due to the service reps’ collegiality that the information source “customer service” flows so well. It’s has a great deal to do with Manfred G. He does not leave it at saying “thank you” but sometimes invites the whole team to dinner at a restaurant.

If he managed to turn a small lead into a lucrative sale, then he is quite generous toward the tip provider: In the case of the company expanding business to Poland, Manfred G.’s “thank you” to his service colleagues consisted of a digital camera.

Customers, associates, and partners in the same boat

The drugstore chain dm-group presents itself as an exemplary partner of customers, associates, and suppliers. The company substantiates its high repute with extensive corporate citizenship.

Since the company was founded 32 years ago, orientation toward customers and associates has been the top priority for the dm-group, one of the leading drugstore chains in Germany, Austria, Italy, Hungary, and some other European countries. To stay in that position, the company invests greatly in the improvement of what it has to offer: That the company is always willing to listen to the customers’ wishes is exemplified by the chain’s efforts in point-of-sale research. In the past years, the stores were continually optimised and designed more customer-friendly with the assistance of renowned market research institutes. The shopping atmosphere in the dm stores is an important component in the company’s POS concept. Everything, from floor to ceiling, is geared towards conveying a harmonious impression. Seasonably changing ceiling decorations complement the shop windows’ motifs. Spotlights transmit different colours, and sporadic spectral light which adapts in colour to the respective season, is supposed to provide a pleasant atmosphere. The reward for such efforts: Commercial experts from AC Nielsen confirmed to the dm drugstores last year to have the most loyal customers. According to the researchers’ study, dm customers spend significantly more money for drugstore products in “their” market than the customers of the competition chains, Schlecker and Rossmann. Another analysis, the “shopper study” conducted by Procter&Gamble, gives dm similarly high marks, just as a study about the competitive environment in drugstores, conducted by Lever Fabergé.

To embrace the consumers’ problems – that is the quintessence of dm’s customer principles: “We aim to distinguish ourselves in the eyes of our customers from our competitors. We do so by using all appropriate marketing tools in order to win consciously -buying, regular customers whose needs are meliorated with our range of products and services offered.” The in-house bio-brand Alverde (this is also the name of dm’s customer magazine) builds a bridge between products and the company’s longstanding and extensive social engagement: dm, for example, started a concerted effort with the German Aids Foundation or supports the foreign aid association Sekem. For such activities, dm’s chief executive officer, Professor Götz W. Werner, was decorated last year with the Federal Cross of Merit.

It’s part of the corporate strategy, that in addition to all these efforts, dm interacts especially well with its associates and business partners. “Although customer orientation is considered to be the dominating factor in all activities, also required is an equally substantial consideration for and support of associate orientation,” is the gist of what has been written in an internal paper. Each associate is to be “perceived objectively in his job.” dm attaches great importance to a trusting, good relationship with its business partners. By means of a questionnaire, suppliers as well as dm regularly submit their assessment of collaboration. Evaluated, for example, is accessibility, the completeness of information, or cooperation when new products or services are launched.

Diligence and consistency lead to success

Successful time management demands two things: A clear, realistic strategy and consistent implementation.

In practice, strategic time management is implemented only sporadically. But as long as salespeople aren’t clear about what their priorities are and as long as they don’t determine concretely what is really important and takes precedence, they will not even attempt to tackle certain projects.

One typical example, noted by Dr. Ewald Lang, trainer and management consultant from Munich, is the acquisition of new customers. Prospecting demands a great deal of time and effort and takes a while till success ensues. Therefore, one is greatly tempted to return to short-term “success” by continuing to generate sales with the existing customers.

However, to set clear priorities means making a decision, which is best done together with the sales manager within the target agreement. The closer the communication and the more regular feedback is given, the better the sales manager will be able to support the sales force in reaching their goals.

For example, if there is an agreement that the sales rep wins over a certain number of new customers and if this goal has top priority, it clearly has to show up in the time management planning. After all the tasks have been planned and scheduled, the next step is the most important one: the implementation. In this case, success depends on simple virtues, such as diligence, consistency, and discipline.

Conclusion: “A diligent salesperson will always achieve better results – even if he may not be a ‘natural sales talent.’ The more consistent and disciplined he sticks to his set objectives, the more successful he will be,” says Dr. Ewald Lang.

Know what’s stopping you. The best time management is useless if “something always keeps cropping up.” Dr. Ewald Lang summarises the reasons why we often procrastinate:

If the goal is still a long time away, actions are moved to the back burner. Solution: Move up the dates for action or commit yourself to partial steps and goals and control if the partial goals have been reached.

The fear of tackling something new. Solution: Consider what would be the worst that could happen and then put the worst case in relation to the actual experience.

The fear of failing and experiencing defeat. Solution: Make it clear to yourself that it is much worse not to do anything. Only this is defeat.

Clinging to what you are familiar with because you know that you can do it well. If things have gone well so far, you lack the motivation to make changes. Solution: Make it clear to yourself that new goals open new perspectives.

A lack in motivation – there are no (negative) consequences if you do not tackle the task. Therefore, one doesn’t do anything about it and everything goes on as it did before. Solution: Accept motivational incentives, e.g. along the lines of variable remuneration.

Assigning priorities

Assign priorities to all upcoming activities, for example prospecting, recapturing lost customers and servicing current customers. Then, allot percentages to your priorities in accordance with how much time you want to spend on each task. It is important that your planning be realistic: Fixed appointments and time periods, for example recurring weekly meetings, consultations with the internal sales force, office work, etc. have to be determined as fixed time blocks. Then, determine the time you want to spend on the individual priorities. This may, for example, result in the following weekly schedule: 2 days for prospecting, 0,5 days for recapturing lost customers, 1,5 days for attending to current customers. The extra day, for example, could be your office day on which, of course, you’ll be also integrating your tasks.It is important that you inform your colleagues about your fixed times and days. For example, the internal sales force or the call centre, which schedules your appointments, needs to know which days are open for visiting potential customers and which day you have designated to be your office day.

Discuss a customer’s buying inhibitions openly

If a customer drags out his decision it is a sure sign that he is struggling with buying inhibitions.

Gerald F. has been selling luxury company cars for years. Still, it became rather difficult for him to get his customers to sign the sales contract, “They raise all sorts of objections and ask for time to think it over. Some of them pretend not to be there when I call to find out how far they’ve come in making a decision.”

The way these customers behaved caused him considerable anguish, “I was at a loss and didn’t know what I was doing wrong. Then I began to doubt whether I was really working in the right industry.”

Finally the car salesman tried a different strategy, “I simply asked my customers what is keeping them from making the final decision.” Then Gerald F. found out the following, “They want to buy but are concerned because they find it inappropriate when they’re pushing for cost-saving measures in their companies and then show up with a new luxury car.”

Since he knows about this buying inhibition, it has become much easier for Gerald F. to come up with suitable arguments during his sales talks, “I convince my customers that they are not only entitled to a luxury car but by driving it they exude success and convey security to their staff and customers.”

Thorough analysis

Even in the capital goods business, where normally only hard facts and figures matter, salespeople are struggling with unspoken buying inhibitions. Sales engineer Helmut K. from Hannover has no illusions about potential risks, “Initially, one is quite confident that there is nothing to stop the closing and suddenly you are dealt a blow: The customer declines without further explanation.”

Therefore, the sales engineer has gotten into the habit of watching for possible buying inhibitions from the beginning of the acquisition process. By taking a close look at the customer’s company and the customer’s behaviour, he can assess what type of customer he is dealing with. If he is still not ready to draw a conclusion from this, he asks a few seemingly insignificant questions in order to determine which buying reservation he has to be prepared for.

Picking up signals

“A couple of weeks ago, for example, I visited a customer whose visitors’ room was furnished with a faded corner seating unit and closets from the 70s. It dawned on me immediately: If the customer is that miserly, an old machine must be completely unserviceable before he decides to purchase a new one. Helmut K. based his sales strategy on this estimation, “First we talked about today’s high wages and utility costs. Then we wondered how we could force them down in order to reduce production costs. Now I was able to bring my machine into play. I explained to the customer how he could make money selling his old machine and lower costs and increase profits by purchasing a new one.”

Helmut K. has to deal with tight-fisted customers not nearly as often as with anxious ones. Such customers quickly give themselves away, “You detect their worries in every question and answer. They are afraid they will overextend themselves if they buy the machine or that they can’t operate or make correct use of it.” In order to be completely sure what keeps customers from buying, the sales rep directly addresses the supposed reason for not buying, “In using examples and facts, I make it clear to the customer that his reservations are completely unfounded.”

Do all customers deserve equal treatment?

Value-oriented customer management requires that there be a clear distinction between key account management and the activities of overall sales.

In genuine, value-oriented customer care, it is impossible to give every customer the same treatment. Intensity and strategic focus of the costumer contact depend upon the customer’s contribution to the company. A clearly defined boundary between key account management and servicing less profitable customers does more than save costs because customers with low profit contribution don’t need to be cared for so elaborately by the sales reps. It also eases the work burden of qualified sales professionals because they are now able to concentrate their efforts on profitable key accounts.

The international management consultancy, Miller Heiman, recommends to first closely analyse the competitive situation from the key account’s point of view and to develop separate sales argumentations and strategies. This view is also supported by sales expert Peter Winkelmann. Absolute musts for key account management in the industrial goods industry are: providing individual care, separating responsibility for turnover and results in sales, and developing joint projects (so-called customer integration).

In an assessment for the University of St. Gallen, Uwe May, General Manager for the consultant firm Maihiro, explains, “Within the realm of value-oriented key account management, different product and service packages should also be compiled for the customers according to their significance.” Customer service that makes a distinction between key accounts and less profitable customers could look like this:

Personal support service by one sales representative: only key accounts

Personal support service by the call centre: only key accounts and the more profitable customers

A distinction is also made in the handling of complaints: While less profitable customers merely receive standardised complaint care, a customer service representative is assigned specifically to attend to the key accounts’ complaints.

The following steps are targeted towards accomplishing a clear separation of key account management from overall sales:

Determining the concurrence between the key account’s requirements and the products offered

Analysing one’s own standing with the key account’s decision makers and influencers, and examining the key account’s estimation of the products

Examining the prospective key account’s willingness to cooperate – most of all: how farreaching the collaboration can be (customer integration)

Determining the three most important selling arguments for the key account

Researching and filtering out industry trends in accordance with the selling arguments in order to increase sales opportunities

Analysing the key account’s decision makers; once again coordination and individualisation of the sales arguments

Communicating the key account management’s strategic objective to the sales team and deepening it

Drawing up short and middle-term plans for action and differentiate between positive as well as negative decisions and measures (How to go about approaching the prospective key account? What must be avoided?).

Do not be afraid of price negotiations

Negotiating the price is part of the daily business for salespeople. That is why it is imperative that salespeople always prepare well for price discussions and do not lapse into a monotonous routine.

Many salespeople are uncomfortable discussing prices. They are afraid of losing a deal and reluctantly give rebates when in doubt, although it might not have been necessary. This can be avoided if sales representatives make clear to themselves the most important principles for discussing and negotiating prices:

In most of the cases, the price plays an essential role but is certainly not the sole criterion on which the customer bases his decision.

Even a steep price may not be a disadvantage, especially when it is “sold” accordingly to the customer. For it is undoubtedly clear that superb quality has its price – cheap products would, if anything, make the customer suspicious.

Also a decisive factor is the motivation that prompts a customer to desire a particular product: If it aids him in an emergency of some sort because, for example, he needs a solution practically “over night,” the benefit he derives from the product will outweigh the price.

Customers are more likely to demand a rebate after they have already decided to purchase a product. Especially when the customer has a very particular conception of the product and is agreeable towards the offer in every detail, this indicates that he is ready to purchase regardless.

Since customers usually set a price limit for themselves and keep it visually present in their minds, salespeople should do the same and concretely determine how far they can go. It should be the uppermost goal to adhere to the original price, however.

The more transparent the price is, the less leeway the customer has for levelling it down. That is why it makes sense to elucidate the components which make up the price, for example, expenses for research and development, production/manufacturing, material, machinery, labour time (particularly for specialists) and so forth.

The customer himself needs good arguments for “selling” a high-priced product to his company or rather for selling it to his own customers. Therefore, many customers appreciate it greatly if the sales representative prepares them for this situation and accompanies and supports them during their own presentation.

Communicate the price properly

Salespeople also have to be able to “sell” a product’s price with their personality, their demeanour, and their body language. Some important rules:

Stick by your products’ pricing. If you start being apologetic (“I haven’t made up these prices”), it will ring hollow. The customer realises that the salesperson does not completely stand behind the product he is selling. This will make it easy to corner him.

Do not regard discussions about price or requests for rebates as something unpleasant. Instead, consider it as something entirely normal that is simply part of your trade. Make it an objective to feel completely at ease when discussing prices with customers.

Make yourself realise that a self-assured and steadfast salesperson, who does not let himself be unsettled or cajoled into something, will impress his customers. You win respect when you stay polite and friendly, yet remain unresponsive to excessive demands.

Never let yourself be coerced into a confrontation, always remain friendly. Even if you are annoyed with a customer, try to give a disarming smile. This will automatically make you come across as more comfortable, relaxed, and competent. You can gain time by first responding to a customer demand with a smile.

Sink deep into your memory never ever to make a concession on a price rebate straight away. Allow yourself a pause to think. If your pause takes too long, some customers may start to feel uneasy and realise that their demand was excessive. Pauses like these are often more effective than immediately saying “no.”

Emotionalising the sales approach

In their sales approach, Fleurop AG is relying on highly different measures – from the business to customer approach, with its classic advertising spots, to cross marketing and business to business campaigns.

Especially in the business customer area, flowers are an effective means for triggering emotions and for pleasantly surprising customers. More and more account managers use the flower approach with their prospective customers: A study on the use of advertising media in customer relationship management, conducted by the market research institute Skopos, gives proof that more than 40 percent of marketing executives think of flowers as an effective means to win over new customers.

Fleurop’s growing number of business customers are attended to by a special division named FleuropCadeaux. In the beginning of May 2005, this business to business service launched an unusual campaign: The floristic provider called on all companies nationwide to enrol for the “FleuropCadeaux Business Day 2005” to be held on September 13. “This day provided an opportunity for all participating companies to approach potential customers on an emotional level and to make new contacts,” explains a Fleurop manager. What’s special: the bouquets could be created in the style of the customer’s corporate design. In order to persuade as many companies as possible to send floral greetings to new customers, a registered customer, on this day, had to pay only five Euros, including a service charge, instead of the official price of 27 Euros for an individually arranged company bouquet.

Another factor contributing to Fleurop’s success is the company’s online involvement. For years, Fleurop’s partners have been profiting from the possibility of online order placing, which is especially popular among business customers. According to the computer and technical analysis of the Institut für Demoskopie Allensbach, the user-friendly online shop www.fleurop.de counts among the most frequented German Internet retail stores. To prove this: While the total number of online buyers increased by about ten percent in comparison to the previous year, according to the Allensbach study the number of Fleurop Internet customers increased by one third. For next year, the company is expecting another two-digit increase in online sales.

Aside from precisely coordinating all advertising measures, such as e-mail marketing, banner ads, and POS tools for the classic advertising activities, partnering with candy manufacturer Ferrero (brands, among others, are Mon Chéri, Rocher) proved to be very successful. Flower coupons, attached to special campaign packages, allow customers to get discounts at the Fleurop shops.

Matching its products’ emotional orientation, Fleurop AG plans to increase its involvement in the area of corporate citizenship. During June, July, and August of last year, Fleurop offered so-called “UNICEF bouquets.” From the sale of each bouquet, four Euros were donated to the United Nations Children’s Fund. The customer donated two Euros and Fleurop added the other two. A highly effective measure for customer management: Various studies give proof that a company’s extensive social engagement, such as Fleurop’s, shows an immediate increase in sales, not to mention the effect of positive brand perception by the customers.

Conclusion: By employing varied measures, Fleurop AG manages to display a positive presence in a variety of target groups from the end user to business to business customers. The business to business area is developing into a highly successful enterprise where Fleurop is keeping custom-tailored, individual offers available.

Establishing and nurturing useful contacts

Good contacts are indispensable for sales representatives. Building up a functioning network takes a lot of initiative.

“In our industry, nothing works if you don’t know the right people,” explains Richard C., a sales rep for a construction equipment company. Knowing the right people, in other words “networking,” is the establishment and nurturing of personal contacts in order to build up an extensive relationship network that one is able to access in every situation.

However, before you can reap the fruits of the network, you first have to invest in it, emphasises sales rep Henry K., “You can’t expect to get support and valuable tips from others if you aren’t ready to contribute your share.” In the opinion of Henry K., the benefits he derives from his network are great. For example, because of the support of some of his contacts he was able to gain access to decision makers and potential customers. “Of course it’s especially helpful if someone recommends me,” explains the sales rep. He suggests, however, not to limit yourself to the obviously attractive contacts, “because seemingly insignificant acquaintances may turn out to be quite fruitful.”

One thing imperative to Henry K. is to nurture his relationships. “It’s not enough to exchange business cards,” he says. “You have to be present for each other as human beings.” Therefore, the sales rep made it a habit to enter each contact’s data in his organiser and to update it with additional information. “Just like writing a call report, I note the reason for the meeting, what we talked about, what I found out about the person and when I plan to contact him or her again.” These follow-up contacts often take place on the very next day, “Then I call again and thank him or her for the pleasant talk because my goal is to stay in contact.”

Establishing stable customer relationships

Sales representatives, who manage to win over their customers not only on a business but also on a personal level, are creating a good basis for their customer relationships.

Sales reps, who do not regard their customers merely as income producers but show an honest interest in them, have a greater chance for doing long-term, successful business with them. “The personal, human bond often decides whether you can hold a customer or not,” reports a sales rep who works for a spare parts wholesaler in the automobile industry. In his opinion, the way you treat your customers counts more than a low price. “The customer has to feel that it’s not about just making a quick sale but it’s about appreciating and respecting him on a personal level.” To the sales rep, it is important that the customer feels comfortable in his presence and has trust in him. “This is easy to recognise, because the customer talks about personal matters or tells me ‘Well, then you don’t see your family all week,’ or something like it.”

Matters become somewhat difficult if the customer is fixated on the sales rep’s persona, “Some customers want me to take care of every minor detail, even if it’s really the interior sales force’s job,” says the sales rep. So not to snub his A customers, he takes care of them virtually by himself. “However, if I’m dealing with a new customer, I try to be clear about who is playing what role.”

Personal connection

Sales coach Helmut Seßler from Mannheim advises sales reps to always look for what they have in common with their customers and thus create a personal connection. There may be all kinds of things you and your customers have in common. Some typical examples: You realise that your children are the same age, you worked previously in the same region, you recently saw the same musical, you have the same hobby, etc. Even negative experiences can make you bond – provided you can discuss them with humour.

Find out what prospective customers want

“Send me something in writing,” can be a potential customer’s legitimate request, or a stall to get rid of you. Try this response, “I will. What specifically would you like to see?” This can be a major door-opener, will help determine if the prospect is sincere, and give you an idea of his interest level. If he can’t describe what he is looking for, it is apparent he doesn’t have a desire to see anything. If he mentions specifics, you might be able to answer his request by phone. Either way, you have a better idea of where you stand with him.

From satisfied to enthusiastic

Not every customer talks openly about it if something is bothering him. Therefore, salespeople have to be proactive to ensure that their customers are not just satisfied but enthusiastic about their products or services.

Salespeople who trust that their customers are satisfied as long as they don’t complain are taking a high risk. In many cases, the loss of a customer does not happen over night but has been a long time coming. If non-communication continues, it may happen that the customer changes over to a competitor unnoticed.

The results are quite different for salespeople who are pro-active and make sure that such a situation does not arise in the first place:

They are contacting their customers on a regular basis. This way they find out early on if there may be any discrepancies.

They visit the customer to find out if he is really satisfied. For example, they talk to the users of their product, give them tips, and ask for honest feedback.

They are extremely sensitive and perceive even the smallest of signals. If they have a feeling that something is not right, they speak to their customer about it.

Even if complaints are minor, they inform customer service to take action by examining, repairing, or exchanging the product immediately.

In regard to after-sales services, they are tremendously accommodating because they know that this is exactly where they can score with their customer.

They monitor each measure they initiated and are only satisfied when the customer is thrilled.

Gain your customers’ respect

If salespeople are put to the test by their customers, only one thing helps: to win their respect through competence.

Sales visits may be doubly difficult for junior sales reps. On the one hand, they may be lacking the necessary routine to be in complete control of the sales talks. On the other hand, they may be put to the test by their customers. “Customers test to see if you’re a match for them,” Manfred Reitinger, a technical sales rep for the Fuchs Austria Schmiermittel (Lubricant) GmbH in Bergheim, Austria, remembers his career start. “They weighed every one of my words and asked questions that were intended to provoke me. Some of the customers behaved downright condescending and arrogant.”

To Manfred Reitinger, such customer visits were comparable to running the gauntlet. “I was constantly worried about saying a thoughtless word and always lived in fear of doing something wrong.”

Inside the customer’s world

Today, Manfred Reitinger is as comfortable in his job as a “fish in water.” The customers who used to put him to the test now appreciate his advice and trust his high competence. In this process, neither they nor Reitinger have changed.

Only the situation has changed. “Back then, I didn’t belong to the customers’ world but today I’m part of it,” says Manfred Reitinger. His selling achievements prove how very much he is integrated today, making him Fuchs Austria’s “Salesman of the Year.”

Fight for trust

It may take a while before customers let you be part of their industry world. Reitinger knows why, “Especially in a technical industry like ours, customers want to play it safe. They have to be certain that a supplier or sales rep keeps his promises.”

Manfred Reitinger has created this basis of trust. His most important rule is, “Only say what you really know and only promise what you can really keep.” If you adhere to this rule you can count on your customers’ support, “They don’t expect from a firsttime sales rep that he can do and know everything,” says Reitinger. However, they have to sense that the sales rep does everything in his power to do his work good and right. “Then it may occur that a beginner is taken under his customer’s wing and helped over the first steps.”

Build up competences

The beginner’s bonus lasts only during the first weeks and months. Manfred Reitinger knew that his customers’ tolerance would be exhausted relatively soon and it was important to him to build up extensive competences as quickly as possible. By taking advantage of inhouse qualifying measures, his industry’s trade media, and discussions with experts he created a broad basis for his expert knowledge. Even today he systematically improves this know-how, because “in my industry you can never know enough.”

Manfred Reitinger has long since lost the inhibitions of the first months when he advises an experienced production manager about the utilization of his lubrication products. He quickly gains the respect of new customers when he convincingly presents his products’ benefits and when he knows how to deal with objections, thrown in by the negotiation partners, by presenting sound arguments, figures, and facts to refute them.

Even during difficult negotiations, Manfred Reitinger remains unflappable because the arguments with which he refutes his customers’ objections are part of his experiences gathered during the course of his professional life.

Handling difficult customers

In everyday selling, the following types of customers may cause you a lot of grievance. We show you how to deal with them skilfully:

The changer:

This type of customer turns everything you say around and reinterprets it, in part unintentionally, because he misunderstands something and in part intentionally in order to corner you, for example, to get a price reduction.

Corrective measure:

If you’re dealing with such a customer, sentences such as “We will look into that and let you know” are helpful. In this situation, it is also very important to send a brief e-mail after the phone conversation to document in writing what has been discussed.

The worrier:

This customer calls all the time (or has someone else call for him), takes a very long time to come to a decision, and after placing the order asks worriedly if everything is really O.K.

Corrective measure:

Remind the customer, if possible, of former business transactions with your company that went off without a hitch. If you’re dealing with a first-time customer, call him a few times of your own accord to reassure him that his order is being taken care of and that he is in good hands. This will help calm him down.

The nit-picker:

You need to be especially on guard with him because this type of customer will even be able to memorise the fine print. Moreover, he will tell you how much more favourable the competitor’s offer is.

Corrective measure:

In this situation, to remain matter-of-fact is the top priority. If, for example, the customer tries to bad-mouth your company’s service, get to the bottom of the matter by asking him for concrete details as to why he objects.

The “innocent victim”:

This customer alleges that something was promised to him that no one in your company could ever fulfil or influence.

Corrective measure:

Put the cards on the table and speak openly and honestly with this customer. Make it clear what you cannot fulfil and then make a point of telling the customer concretely what your company can do for him.

Help customers make more sales

If sales figures are crumbling, there is only one solution: Help your customers to sell more

Michael P., who attends to specialist dealers in the sanitary facilities industry, really wanted to know why his sales were declining. He started out by comparing his sales commission statements of the past four years. The results made him think: “While the number of customers and orders remained constant, the sales figures per order had been shrinking – on an average of four to six percent, but with some customers up to 15 percent.”

Precise analysis

Michael P. now asked himself how to solve this problem. He decided on the following approach: His first step was to inquire among his “shrinking customers” why their order volume was declining constantly. The results were very enlightening for him: The majority of his customers had sales problems of their own, “They bought less because they were selling less.” Some of his customers were increasingly placing orders with competitors, “Because they didn’t have much going with their own customers, they tried to take my customers away from me.”

Crucial questions

After having gotten to the bottom of the matter, Michael P. began to develop a suitable strategy. He had to ask himself some crucial questions first: “How can I win back those lost shares in sales?” and “How can I help my customers, who have sales problems of their own, increase their sales?”

It was relatively easy for Michael P. to answer the first question. His customers also bought from the competition because, ultimately, it was irrelevant to them from whom they purchased their products, “They got pretty much the same and at the same terms from everyone.”

Provide genuine added value

Therefore, the real challenge for Michael P. was to afford his customers genuine added value which would make him stand out from the competition. This additional value, to him, was to make selling easier for his customers and to support them whenever they encountered problems in their daily work.

He found the answer while talking to one of his “shrinking customers.” “I discovered that the way this customer was going about selling our products would never work.” So Michael P. saw his mission as giving his advice and support to his customers for their sales talks and supplying them with tips and sales arguments to use with their customers.

Auxiliary service only where it pays off

Since Michael P.’s strategy initially caused him considerably more work, he had to find an appropriate solution. He decided to provide auxiliary service only to the customers who are promising.

Meanwhile, it has become a fascinating challenge for Michael P. to act as sales advisor, “This has opened up new vistas for me because now I’m truly familiar with my customers’ world.” Because he had to deal much more intensely with the end customers’ world, it was disclosed to him by which criteria they think and act when they buy.

The support that Michael P. now accords to his customers, made all three worlds come together. By using his company as an example, he shows how a specialist dealer can profit if he implements certain management techniques. Michael P. uses other specialist dealers’ positive examples in order to describe how end customers can be attended to or how to find interesting niches.

High-profile but not pushy

Sales representatives, who put pressure on their customers and push them to a buying decision, attain only short-term success, or none at all.

To display a strong presence when dealing with customers is one of the most important success factors for sales representatives. This applies especially to the acquisition of new customers. “If you let more than 15 days elapse between the initial and the follow-up visit, you’re banned from the customer’s mind,” explains Michael Weber, Sales Manager Germany for Viessmann, Allendorf.

But showing a strong presence is often confused with applying massive pressure. Instead of being responsive to the customer’s needs and taking them seriously, he’s pushed to a decision.

The pressure already starts while scheduling an appointment over the telephone, emphasises Klaus-J. Fink, a telephone trainer based in Bad Honnef. “If you push the customer too hard for an appointment, he experiences a feeling comparable to buyer’s remorse.” Therefore, providing benefit instead of applying pressure is the way to go.

Sales reps should, on the one hand, give their customers enough freedom so they don’t feel hassled, and on the other hand convey that they’re always there for them to advise them competently on all important issues.

For example, it may be greatly beneficial to the customer if the sales rep helps him with the transition to the new supplier. “This may include, for example, the sales rep programming the phone numbers of all the important contact persons into the customer’s telephone system,” explains Michael Weber.

How to “sell” bad news well

Every now and then, sales representatives have to deliver bad news to their customers. In this situation, the right strategy is key.

Hardly any sales rep likes to deliver bad news to his customer, for example, an increase in price or the inability to keep a delivery date. However, especially when dealing with bad news, it is most important to communicate them in such a fashion that the customer relationship will not suffer from it. It is vital to avoid the following lapses under any circumstances:

Mistake 1: Tardily delivering the news to the customer, although it had been known for some time. By doing so, one often causes additional problems for the customer.

Tip: As soon as the circumstances of the case are clear, arrange for a meeting with the customer to notify him about the surfacing problems.

Mistake 2: To unnecessarily elongate the small talk portion of your meeting or to beat about the bush. The customer will become anxious and his time gratuitously wasted.

Tip: Get to the actual subject of conversation right after the initial greeting phase.

Mistake 3: To bad-mouth the “guilty party” in front of the customer. This will give the impression to the customer that the salesperson is cowardly blaming “others” and is indeed trying to cover up his own wrongdoing.

Tip: Accept responsibility in front of the customer and take a stand for your company.

Mistake 4: Delivering the news only by means of a formal explanatory statement. This can come across as quite brusque and impersonal.

Tip: Always deliver bad news personally. This will give you the opportunity to instantaneously have an influence on the customer’s reaction.

Always take into consideration: Communicate clearly. Do not try to conceal or diminish the facts – this can create misunderstandings that the customer may blame you for afterwards, claiming he was not informed correctly.

Nevertheless, link the bad news to something positive: When dealing with a mishap in your company, explain to the customer what you will do now, so it will never happen again. And, naturally, you will have to offer compensation to your customer.

How to deal with a new contact person

Sales business is people business and that is why it may be a turning point in business relations if your trusted contact person leaves the customer’s company. In order to avoid complications you should consider the following principles:

No prejudices. Always keep in mind that the new contact person, too, had his steady and familiar contact partners at his old work place. He may be sorry for having to leave them behind and now wants to establish new personal contacts.

Send welcome greetings – by letter or by postcard. If possible, the note should be hand-written but should in no case contain any kind of sales pitch. The advantage: Especially during the first weeks on the new job, the customer’s new staff member will receive very little mail addressed directly to him. He will, therefore, remember your personal welcome note.

Gather information about the new contact person. If you know other people in the customer’s company there is an opportunity, with their help, to find out more about the new contact person.

Call him during the first few days. Even before the customer’s new staff member has fully adjusted to the change, call him to congratulate him on his new position and explain to him briefly the basis on which cooperation took place in the past. In addition, schedule an appointment for an “exploratory talk” of a predetermined duration of about 20 minutes.

How to keep customer relationships alive

Even the best of customer relationships may fizzle out if you don’t recharge them from time to time.

Sales representatives usually spend a lot of time and effort in wooing potential customers. Once they become loyal customers, it’s often just a matter of time before one starts to neglect them – believing that everything is fine and dandy. But every customer relationship needs to be nurtured and kept alive. The “closer” you stay to your customers, the quicker you find out if their requirements change or if they contemplate changing to a different supplier.

Call your customers off and on, even if you don’t have anything to sell them at the moment. These contacts between actual sales are suited for giving new stimulus to the customer relationship. Always a good reason for calling is to ask the customer how satisfied he is with your products and whether they function without a hitch, etc. Perhaps you may “catch” a customer having a problem and telling you “I’m really glad you are calling …”

How often you contact your customers depends, on the one hand, on the buying intervals, but also, how important the individual customer is and how profitable he is for your company. Make it a point to personally contact every one of your customers at least once or twice per year – independent of the usual occasions like Christmases or birthdays.

How to react if customers are pressed for time

It’s not necessarily a disadvantage if the customer is under a lot of pressure timewise. The point is to judge the situation correctly and seize the opportunity.

“If the customer doesn’t have time, it is easiest to sell him something.” Today, many “door to door salespeople” still act according to this motto. The customer is not prepared for his visitor. He is in a hurry and becomes nervous. Because he doesn’t have the time to think things over, he is in a weaker position. So he is easily “cajoled,” but may be annoyed about it later.

Competent sales representatives are aware of the fact that they may have to pay dearly for throwing a customer off like that because he may cancel the order and will be lost forever. But they still know that a customer’s time pressure may be an opportunity. “Because time is running short, most customers want to get to the point as quickly as possible. They don’t beat about the bush and they express clearly and distinctly what they want and how they envision a solution. They tell you immediately if they have any doubts and they don’t make any flimsy excuses. That is a great advantage because the cards are on the table immediately,” explains Joseph K., a sales rep for an outside supplier in Bavaria.

Still tell them what it’s about

To hear from a customer directly that he doesn’t have any time right now happens only when Joseph K. makes a cold call or calls a prospect on the phone. “In this case, I at least use the opportunity to tell the prospect quickly what it’s all about. That almost always works and in many cases the prospect spends a few more minutes on the phone and even asks questions. Then, I know that he’s interested and I schedule an appointment.”

When he makes cold calls, Joseph K. at least tries to sound out if the prospect may turn into a customer. “This usually works only in smaller businesses if I’m dealing directly with the general manager and if he is available at the time. If you’re cold calling at a large company, you need more luck.”

Always inquire

Even if Joseph K. doesn’t reach the desired contact, his visit is not in vain. “I ask for other possible contacts or what time would be more favourable. Sometimes I’m lucky and I’m asked to return following my last appointment.” The sales rep has determined that “in the late afternoons, the hurdles for cold calls are usually lower than in the mornings.”

It’s comparatively rare for a customer to be under extreme time pressure if the appointment is a scheduled one.“These are mostly situations that nobody could have foreseen,” explains Joseph K. Once, while visiting an important customer, the sales talk was constantly interrupted because things had gone haywire at the customer’s branch office. In this case, the customer was very relieved when Joseph K. offered to postpone the talk. “Two days later, I visited him again around noon. On this occasion he took a lot of time and invited me out to lunch. Afterwards I was able to take my time in introducing my offer to him which he accepted without any major changes.”

How to recognise buying signals

Many a business deal has fallen through because the salesperson didn’t recognise the customer’s buying signals.

To sales representative Peter W. from Hannover, a buying signal is already given if the customer is basically willing to look for a product or a solution. However, such an initial buying signal is not yet related to a specific brand or provider. “It merely demonstrates that the customer has recognised his requirements and is very determined to meet them,” says the sales rep.

If it is obvious that the customer wants to buy, it would be a mistake to still try to convince him of the general necessity. At worst, you may get the opposite effect if you do so, “The customer starts to reconsider everything and is beginning to have doubts whether the purchase is really necessary,” explains Peter W.

On the other hand, you can not automatically assume that prospective customers, who schedule an initial appointment or who even initiate contact, are really ready to buy. Peter W. gives an example, “Some customers start early on to collect information about possible solutions, even if the award of contract date is still a long way off.” Also, it happens that prospects consult the sales rep in order to find out if a purchase is worthwhile for them or if it would be better to wait until new developments come on the market. “In this case, of course, you carry the risk of advising the customer free of charge and at the end you come away empty-handed,” says Peter W. Therefore, he always steers the prospect toward his own offer, “You should not provide too much general information but you should always establish a connection to your product.”

Watch for clues

The biggest challenge is to recognise in time when the customer has made a decision in favour of your offer. “You can find that out but watching for clear signs or by asking the customer,” says Peter W.

The customer is ready to buy if he intently concerns himself with the sales rep’s offer and, on his own, lists the advantages. “It’s always a good sign if the customer has invested a lot of time in doing so,” explains Peter W. Even the question about making a price concession is a distinct buying signal. In Peter W.’s experience, this question is usually asked at the close, when the customer has already made the decision and now tries to gain further advantages.

If the customer doesn’t provide any clear signals, it helps to ask him questions. It goes without saying for Peter W. to ask the customer which other suppliers he is in contact with, “It doesn’t make any difference what the customer’s reaction is: You can always draw your conclusions. If he is evasive, it is obvious that he compares offers, and if he says “no” you usually notice if this is true or not.” Definite clues are also if the customer feels clearly uneasy, makes a face or tries hard to keep a certain look on his face.

“Grab it” straightaway

If the customer provides clear buying signals (“Well, everything is alright then,” “Yes, that’s how we’ll do it,” etc.) you have to “seize the opportunity immediately,” says Peter W. In this case, the biggest problem for him is that he, as a sales rep, is sometimes “programmed” differently. “One assumes that one still has to make this or another sales argument or one reckons that there is going to be an objection. If there is none, one is so dumbfounded that the customer’s quick decision seems suspicious.” However, reactions such as “That was quite a quick decision – it’s not a problem if you think it over till tomorrow,” are a no-no for Peter W. “That may only happen to you if you’re a beginner,” he says. Sometimes, though, Peter W. has to restrain himself from following up with more sales arguments.

Identify and skilfully avoid embarrassments

With an off-putting conversation opener, sales people can spoil potential business even in the preliminary stage. That is why it is important to identify the biggest pitfalls and avoid them in a confident manner.

A sales rep is a good 15 minutes late for his customer call. But he is certainly not lost for words or an “excuse,” “Your visitor parking lot is way too small,” he explains to the customer upon arrival, “I had to go three blocks down to find a space.” “Then next time we can arrange for your very own assigned parking space,” the customer replies sarcastically.

Embarrassing situations like these happen quicker than you think, explains sales trainer Helmut Schwind from Gilching. And clumsiness like this is most likely to happen in the difficult phase of starting a conversation. The sales representative awkwardly searches for a conversation starter and promptly lands off the mark.

“I was in your neighbourhood and just decided to drop by,” is a typical example of putting your foot in your mouth. The customer is depreciated to a “stopgap”, where you “just drop by” when there is nothing else to do.

Keeping the necessary distance

Private matters can be embarrassing when they are worded inexpertly or when you know your conversation partner only superficially: “And your wife is well?” – “I don’t know,” could be the customer’s ironic answer, “she has been living in the United States for four years.”

You will find yourself on the safe side, however, if you resort to information that you have about the customer’s company early in the conversation. For example: “I have studied your new business report. It is remarkable how well your business has developed!” When opening a conversation in such an upbeat fashion, the sales rep can be sure that the customer will pick up the thread, “We are indeed very proud, too, especially because we work in such difficult markets.”

Opening the dialogue

When starting a conversation, it is important to animate the customer so that a lively discussion can commence. To facilitate this, it is wise to word the initial sentences in an open-end fashion, “I read that you are planning to expand to Eastern Europe. Which of the countries do you want to focus on?”

It is ideal if the sales rep can open a discussion with the customer’s favourite topic, says corporate consultant Klaus Spazier from Südbrookmerland near Emden. Which discussion topics the consumer prefers depends on his personality profile. The selling expert differentiates between the following customer types:

The emotional type: You can motivate him with just a few appreciative words. The premise, however, is that the praise is heartfelt and honest.

The vain type: He feels flattered when the sales rep mentions his accomplishments. He also likes to talk about status symbols.

The industry expert: He comes out of his shell when you deliver the latest news regarding his field of expertise.

The workaholic: He opens up when you drop a few words about his massive work volume and his major responsi bility.

Whichever type of customer you are dealing with – salespeople should always give their dialogue partners ample possibilities to talk about their favourite topics. It is advisable, however, to not let this conversation develop into gossip about other customers. Sales reps that give in to such behaviour will themselves gain a reputation of not being trustworthy.

Interposed questions on demand analysisIt is advisable to effortlessly steer the opening of a conversation towards a demand analysis. An elegant way is to ask specific interposed questions,“Oh, you are planning to expand your product range – does your existing machinery suffice in that case?” Once the customer has answered all the essential questions, the next phase of the sales talk can begin with the fitting keyword, “Speaking of production costs, we have a very economical solution that should fit your needs perfectly. Do you know our…?”

In-depth knowledge about sales territories

Only if the sales manager has all relevant information on his desk, is he able to make goal-oriented decisions for his sales territories

“If you want to last in business, you have to be flexible and this requires getting all relevant market and customer information from each sales territory at any given time,” is how Franz-Xaver Frischhut, head of accounting at Hamberger Industriewerke GmbH, Stephanskirchen, explains one of his company’s most important decisions: The manufacturer of parquet floors set up an IT-supported sales controlling system.

According to Frischhut, in order to be able to act quickly, one needs reliable, extensive data without delay, “Not just general figures are important, but also detailed analyses, broken down into individual product and customer groups per sales territory.” Above all, controlling of the sales territories is, in itself, an important leadership tool for the inhouse sales managers: “The more up-to-date and precise the information they’re getting is, the more confident they can lead their sales force.”

Overview at the push of a button

After the project’s completion, the benefits become apparent: The approximately 30 users from management, sales, and accounting receive all information at the push of a button, which before they were able to determine only after doing elaborate research: Planned/actual comparisons of sales and results classified by customers, products, and branch sales offices.

By feeding not just the company’s internal information but also market research data into the data base, the sales managers get an idea about which territories still need to be developed or where market shares can be wrested from competitors. “And what’s all-important: One also finds out where you can push through which prices,” says Franz-Xaver Frischhut.

Inspire and motivate customers

Only when you are truly convinced of and enthusiastic about your products, will you appear credible to your customers.

Sales pros have long realised that customers will decide not only from a purely rational standpoint but from an emotional one as well. That is why you should always consider this subjective aspect. Aside from the emotional value of a product, the relationship with you, the sales force and your company influence the customer, too.

Consequently, a friendly phone conversation with you can “tip the scales” and make the customer buy. Inspiring and motivating customers is not that difficult. Here are some examples:

Customers like hearing you agree with them and affirming them in their considerations. When a customer says, for example, “I would like that” or “this fits well,” then you can support him. Encourage your customer to treat himself to something (“You really deserve this” or “This is truly our top product.”)

Paint a clear picture of how well your customer will feel once he possess and utilises the product. The customer has to be able to envision in his mind how he handles the product.

Tell anecdotes and little stories about other customers and product users that will attest to the customer that he is making an excellent buying choice.

If you are also using this particular product, tell your customer how well you like it and that you would buy it again in an instant. Explain the advantages you have by owning it.

In case you would like to own the product but cannot, for example due to technical, respectively practical or financial reasons, let the customer know this as well. Congratulate him on owning this product soon.

There are four key factors that help to explain whether customers are motivated to buy:

1. Clarity and understanding

There needs to be a clear contract between sales representative and customer about what they both want from the relationship. If the buyer understands your motives because you are open and sincere, they are more likely to trust you.

2. Expressing opinions, hopes, ideas, and concerns

We all have a desire to share our thoughts and feelings and to believe that the other person is really listening to what we have to say. This is also a matter of the salesperson asking good questions. Trust is an important factor and if the customer feels more comfortable, he is more likely to trust your judgement and know-how.

3. Having a choice in decisions

This emphasises the need for the customer to still feel in control of the buying process and one way to do that is to give the buyer a limited range of choices. The customer needs to feel involved in the decision and takes ownership.

4. Feeling valued and recognised

You know that your customer is important but do you make him feel important to you? Make sure that you listen carefully to what they say (no matter how many times you may have heard a similar story) and thank them.

Practical tip

In case you have products that are in need of explanation, it makes sense to issue a list of frequently asked questions (FAQs) with matching answers. You can peruse them at exhibitions, while submitting an offer, or directly during the sales talk.

Is the ABC-analysis still up-to-date?

Using the appropriate controlling instruments helps you to focus on the “right” customers.

In the classical ABC analysis, customers are ranked on the basis of a certain criterion – mostly by sales volume – and separated into groups of important A customers and less important B and C customers.

Herein lies, in many cases, the critical error in the system because merely one criterion is singled out and examined. However, a customer’s well-established evaluation cannot be based on one criterion alone.

Therefore, several strategically important parameters should be included in order to arrive at a compelling assessment of customers, for example:

Contribution margin

Competitive activities

Credit worthiness

Terms of payment

Willingness to cooperate

Need for supervision

Position in the market

Innovative energy

Product mix policy

Marketing concept

Policy on pricing and conditions

Organisational structure

If several criteria are applied for classifying a customer, this is called a multifactor analysis or a scoring model. Using a point rating system, the criteria are then brought into a ranking. In order to detect the difference in relevance pertaining to these criteria, they need to be evaluated according to their importance.

But these are not the only tools that are available to sales controlling. As an addition to the ABC analysis or the multifactor analysis, the following approaches are an option:

Classification of customer status according to loyalty

Customer life cycle (CLC)

Portfolio analysis

Customer lifetime value (CLV)

Analysis of customer approval

It pays to be loyal

Sales representatives act in their own interest when also supporting and advising customers who find themselves in a difficult business situation. Ideally, they will profit from the subsequent recovery of that company.

When business is bad for one of your customers, chances decline rapidly for the sales force to make a sale. As a result, the sales representatives curtail their service activities and, instead, concentrate more on those customers whose businesses are doing well.

Initially, this behaviour is certainly understandable and economical, but there can be a downside. And that is the case when the customer has gotten over a difficult phase and from then on counts on companies that have really helped him through the dire times.

Analysis and selection

Therefore, determine which of the customer companies will probably get back on its course and which, on the other hand, are bound to fail. If the company is healthy at its core, if it has good potential and if the managers are capable enough to master the crisis, then is pays not to lose one’s patience during the crisis and to stay true to the company. There are several different options:

You can pass on the industry’s experience and know-how that you have collected during your years in the business from other customers when they were in a similar situation.

Propose to present your view of the situation to the customer in a results-oriented manner.

Confer with your own company and offer your customer inter-coordinated terms of payment, grants for advertising expenses or the like.

Such measures can contribute in preserving promising customer relationships. It is decisive, however, to signal to the customer that he can count on his supplier even during hard times. This way, a customer’s crisis can blossom into an enduring customer commitment.

Special customer problems increase

your chances

When a customer comes to you with a special problem, this must not automatically mean a lot more work and effort. Finding a solution together with your customer can result in a long-lasting and trustful collaboration.

Customer problems cannot always be solved on the spur of the moment and demand quite a bit of energy. Do not leave the customer alone with such a problem, because otherwise he may swiftly drift away to the competition as a result. If a customer confronts you with a problem such as this, you should signal to him that it requires a special solution. Offer your customer to develop a solution together with him. Under no circumstance should you make hasty and precipitate promises that you cannot keep. Tell him that you need to consult with your colleagues when dealing with unclear issues. Set a specific date for your actions. That way your customer will acknowledge that you are really campaigning for him and his predicament.

Less is more – selective use of handouts

As a matter of principle, it makes sense to adhere to the motto “less is more,” because when you give a customer more handouts than what he can put up with, he will just tune out. You should consider this when you use brochures, demo CDs or the like. Very closely watch his reaction and spontaneously decide whether you will keep sending new informational material his way.

To what extent you utilise these respective media samples depends on your customer’s preferences: Some people need to hold something in their hand. They print out everything, carefully work through brochures, mark important passages, and annotate them with post-its. Crucial to this is always the quality of the dialogue: Take into account that the presentation should not end up as a monologue.

Liven up your e-mails and letters

Following are suggestions to make your messages more effective:

Start with a persuasive one-liner. Whether posed as a question or statement, this should be interesting and benefit-oriented. For example: “You can save up to 40 percent on your printing costs.”

Assume a conversational tone. Avoid sophisticated language and sound natural.

Make reading quick and easy. Keep it brief and simple by avoiding long drawn-out sentences and limiting paragraph length to six lines.

Emphasise benefits. Make your letters customer-centred and keep repeating the advantages.

Direct the customer repeatedly. Trigger action by telling the customer what to do several times. For example, if you want him to call your toll-free number, work the number into your letter multiple times.

Long-term retention of age 50+ customers

The tour operator TUI Germany has a knack for winning and retaining the frequently travelling and generously spending group of over 50 year-olds by providing customised offers.

For travel businesses, 50+ customers are an important and sought-after target group. These customers expect a great deal but are also willing to dig deep into their pockets to finance their vacation travels. But the 50+ target group is very heterogeneous, “For today’s over 50 year-olds, age itself doesn’t mean that much anymore ,” explains Andreas Casdorff, Head of Product Line Management and Development for TUI Germany, “because these peoples’ self-image has changed a lot.” Characters and life situations of people aged 50+ are quite varied. Some are still working, while others are already retired. Frequently, people who just crossed the 50s threshold still have their children living with them, while older representatives of this target group are already grandparents. “From these criteria, quite different vacation needs arise,” explains Casdorff – and these different parameters have consequences for the sales approach.

That is why the tour operator first analysed the following questions, independently from the age issue: What is the target group’s motive for a vacation? What do these people expect from a vacation? What do they want to experience while on vacation? What are their value orientations?

The over 50 group’s younger representatives still show a presence in almost all the TUI product segments. They book relaxation and wellness offers just as often as activity vacations. However, there is a clear distinction between customers over 60 and the younger representatives of the target group, “As the 60+ customers don’t have to go to work anymore, their social environment may have become noticeably restricted,” Casdorff elucidates, “so when this target group takes a vacation, the concept of community takes on a more important role.” The TUI product Club Elan caters precisely to these needs. Club Elan is the centre point for the older customers, the creation of a community, and stands in the foreground of all activities.

The community aspect in turn contributes to the acquisition of new customers, especially among the 50+ crowd. Older people, especially, talk a lot about their vacation experiences. So there is a relatively high probability that a satisfied customer will bring in a new one. Club Elan is one of the most actively pursued products in TUI’s customer relationship management. “Direct communication with the target group is an important subject,” says Andreas Casdorff, “and that is why we designed a website for Club Elan, where customers are able to communicate either with TUI or with each other.” With support of the Club Elan website, which, according to Casdorff, is used enthusiastically by the older customers, TUI is keeping its customer relationships going year-round and is keeping the brand in the customers’ consciousness. Another factor contributing to success is Club Elan’s own customer magazine, which is sent to customers several times per year with the idea of tying them to the brand. “This medium, too, meets this target group’s high demand for communication. The customer magazine offers customers the chance to publish their own articles, such as travel reports. That way the target group remains involved in the brand world because it regards this TUI medium, the one it co-designs, as its own,” says Casdorff.

Conclusion:

Differentiating their sales approach according to the various vacation needs of the 50 and over customers pays off for TUI. The customised offers for older travellers produce growth rates of over 20 percent. Customer loyalty is enormous. 83 percent of all Club Elan customers have booked this offer at least twice before.

With travel operator brands such as TUI, Dr. Tigges, Airtours, 1-2-Fly, L’Tur, or Wolters Reisen, TUI Deutschland GmbH is the leading travel and leisure time business in Germany and a 100 percent daughter of the TUI AG. In the fiscal year 2004, its 58.000 employees made 18 billion Euros in sales.

Make the customer a member of the team

The closer a sales representative ties his customers to his company and involves them in important processes, the more profitable it can be for both sides.

Skilled sales reps are not just familiar with their customers’ world. They also make sure that a customer identifies himself with the supplier’s world. Therefore, turning their customers into team members is an important factor of success to these sales reps. In this way they secure their customers’ loyalty.

Successful companies demonstrate what such teamwork can look like by involving their customers in the innovation and product development process. Here, the sales force is the most important link and mediator between customer and company. The sales force establishes the necessary contacts and sees to it that the customers’ wishes are passed on promptly to the company.

Permanent exchange of ideas

An especially intensive kind of teamwork with customers takes place at a mechanical engineering company in Baden-Wuerttemberg. Their development manager also acts as sales engineer. Together with his customers, he analyses their manufacturing processes and determines where there is room for improvement. In close contact with public and private research establishments as well as suppliers, new technologies and procedures are developed further within the company resulting in a practical solution for the customer.

The great advantage here is that the customers contribute to their own tailor-made solutions in their supplier’s company. The sales engineer uses the on-going exchange of ideas with his customers to determine current and future product requirements. The customers, again, are involved so closely in the product development process that they cannot help but stay loyal to their supplier.

Choosing suitable customers

Not every customer is suited alike for becoming a team member in the supplier’s company. Above all, try to win over those who

are especially representative for your main or desired target group. It is crucial that their wishes, expectations, and impulses are important to many other customers.

are especially suited as referral customers and as advertisement for you and your com-pany. These are, primarily, representatives of well-known companies but can also be esteemed, influential, and opinion-forming public figures.

speak their mind openly and honestly and make constructive suggestions for improvement. You will have to use your experience and assessment to figure out who ranks among these loyal customers. Often, customers who are not yet satisfied with your offer turn out to be good providers of ideas and leads.

are doers and not just develop ideas but also implement them single-mindedly in their company.

Market-oriented variant management

Customers want a multifaceted selection of products. But a large product range also raises costs.

“The customer can have any colour he wants so long as it’s black” was Henry Ford’s legendary quote when he brought his “Model T” on the market in 1913. Today, in the age of mass customisation, there are virtually no technical limits for the richness in variance of a product. The boundaries, however, lie in the cost, as corporate consultants Bettina Zimmermann and Sebastian Hohenfeld of Kucher & Partner in Munich explain: “Customers indeed wish for a large number of differentiated products. But generally, they are not willing to pay for extras.”

So variance is turning into a heavy cost factor, the corporate consultants illustrate by using the example of a parts manufacturer in southern Germany, “Within eight years, the product mix depth has quadrupled. And every parts variance, in its initial creation, is reflected in the budget with 5.000 Euros, in addition to higher storage costs and expenses for tied up capital.”

The solution to this uncontrolled growth of product lines was, until now, standardisation and same parts management. But it is also possible to control product line development via sales measures: “It is important for the sales manager to become aware of the point at which the costumer’s benefit and the cost of a product variant correlate in a reasonable manner,” explain the consultants.

For that purpose, an appropriate instrument for analysis is necessary to find out to what extent the budget complies with the customers’ demands. Bettina Zimmermann and Sebastian Hohenfeld state, as an example, the range of product offers for car interiors: individually adjustable back seats create relatively high costs for the manufacturer, but offer only a relatively small additional benefit to the customer. That is why it can be neglected as a variant in the offer.

The sales managers find out how high the customers’ benefit is with the help of the so-called “conjoint measurement”, the key question being: “If the customer has a special wish, how much money is he willing to pay to have it fulfilled?” The reckoning: If the client shows a low willingness to pay, the need is low.

Three essential starting points

In this variant management, there are three starting points: Right at the product launch, only such variants should be offered that the sales department labels as decisive for success: “It is not about the technically doable, but about what the customer needs and what could influence his buying decision,” the consultants say.

In the second phase, priority is given to “variant containment.” Thereby, those variants are eliminated that were reported by the sales force as showing a declining demand. And, additional variants are created that promise new sales impulses. At the end of the product life cycle, it is purely the budget that is important: Only variants that produced large sales figures are kept.

The reduction of variants, however, constitutes a possible risk of losing customers. That is why, with the help of the so-called “customer satisfaction-flexibility-matrix,” the consequences of reducing the variants have to be analysed. Consequently, the customer relationship is classified between:

the customer’s quality, price, and service needs were fulfilled/not fulfilled and

the customer requires standard products/ individual solutions.

Take cues from the targeted customer-segment

Clear customer segmentation is crucial to success for intelligent variant management in the opinion of Bettina Zimmermann and Sebastian Hohenfeld: “The stronger a product is oriented towards the requests of a clearly limited target audience, the fewer special requests are to be expected, because within one customer segment needs are usually homogeneous.” Another advantage of this procedure: When needs change, additional variants do not necessarily have to be offered. It is enough to adjust the existing variants.

New pricing strategies

Intelligent variant management also offers a good basis for pricing strategies. The so-called “pricedriven customers” can help themselves to the standard variants. Customers with a high willingness to pay can be reached through exclusive variants that initially create higher costs but also allow the implementation of higher prices.

Networking gets you to the decision maker

Sales representatives, who from the beginning of the business relationship try to get to know all the important contacts in the customer company, increase their chances greatly for cross-selling and closing the sale.

For years, sales rep Michael O. attended to a good customer without noticing that it would have been easy to generate additional business. “The company is divided into individual profit centres. In the beginning I did business with only one profit centre manager who happened to be my contact, until by chance I got to know one of his colleagues. As it turned out, he was also interested in our solutions. Today, he is my customer and so are two other division managers from the same company.”

Michael O. drew the following conclusion from this experience: “You have to be open to all directions and build a network in the customer’s company.” It works out especially well if, as in his case, the contacts come from the same hierarchy level, “Then, it’s not a problem for them to introduce me to their colleagues – they actually enjoy doing that.” According to Michael O., however, you should not believe that this could happen by itself or by chance, “You have to be proactive and ask if the solution would be interesting to other colleagues or divisions in the company. Then, they are pleased to help you along.”

Find mediators

Some projects may go on for a long time before you make the first contact with the decision maker. In this case, it is important to establish a network of important contacts early on. Principal mediators or coaches, as they are often called, are

people from the decision maker’s private environment who know him well and have a trusting relationship with him. This may include the typical golf partner.

people from the customer company who are working closely with the decision maker, such as his assistant and the employees who work in his department.

people in the customer company who come from the same hierarchy level but are responsible for a different department. They could be useful as contacts because often they communicate on a collegial level and carry on a relationship on an impartial basis.

Tip: Try to win mediators and coaches, from as many directions as possible, who recommend you and who assist you in getting closer to the decision maker. First, establish personal contacts on a semi-private or professional level (for example at trade fairs and industry events) or by telephone.

New contacts can open up new opportunities

A new contact person in a customer’s company can provide a big chance. It is crucial that you call on him or her at an early stage.

When Wolfgang F., a sales representative for an office service supplier, phoned some of his customers after a holiday leave he was in for a surprise: A long-time contact, one of his first customers actually, alerted him to the fact that he was about to leave his current employer and would only be engaged in the company business for another few weeks. He also informed him that he would most certainly recommend the supplier to his replacement – this however proved to be of little comfort to Wolfgang F., “I have witnessed time and again that a new contact has quite different views and ideas and wants to handle things differently than his predecessor. In addition, the competition does not rest and should they be acting quickly, there is a chance that the customer may change the supplier.”

Talk to each other without delay

Wolfgang F. happened to be fortunate with the aforementioned customer, “I gave the new contact person two weeks time to get accustomed to his new surroundings, then I called him.” In the past, he had found it sufficient to send a letter, “But then, I discovered that it is more favourable to introduce myself over the phone. You will then quickly know what sort of person you are dealing with, what views he has and whether he likes to endeavour on new ventures promptly or whether he still needs some time to settle into his new job.” According to his findings, Wolfgang F. either arranges a meeting straight away or at a later point in time, “In any case, it is imperative to remain in contact.”

However, according to Wolfgang F., one should not let too much time pass before acquiring new orders, “At any rate, I try during the first phone call to set up a meeting or at least a specific calendar week in which we will meet face-to-face.”

Observe the business environment

A face-to-face visit is quite revealing to Wolfgang F., mainly because he can gain insight into what kind of relationship “the new guy” has with his fellow employees, “It is important for me to see whether he is accepted straight away or viewed somewhat suspiciously and whether he is able to sell his ideas well.” And certainly his assistant and co-workers are a good source of information, “Even if they contain themselves, one can tell on what terms they are with their new boss.” Oftentimes, Wolfgang F. receives useful bits of information from them, “I can learn which issues the new contact attaches importance to and how you can impress or inspire him.”

Only promise what you can keep

It is bad enough when a customer complains. This is why you have to make sure that his problem, and the aggravation that is coupled with it will not increase. Play it safe and only make promises to the customer which you can faithfully keep. Following are some examples:

Revert to measures that are standard practise in your company or measures that you know will be carried out automatically. These can be:

A colleague in the department, who is responsible for the product in question, calls the customer back within a (short) pre-determined period of time.

The customer receives the names and extension numbers of contact persons, in case he has further inquiries.

A customer service representative arrives on location at the customer’s during an agreed-upon maximum timeframe and is, of course, already precisely informed about the problem, so that the customer won’t have to explain all the details once more.

If the problem concerns the field sales force, they are to be informed immediately on their mobile phone. In case they are not available, leave the necessary information on their voice mail and ask for an immediate call-back. In addition, inform the customer about this and give him the sales rep’s mobile phone number.

You assure the customer that you will inform him within a certain timeframe about the instant measures that will be taken. If it becomes apparent that this may take a while, call the customer right away and let him know the actual state of affairs.

You can extend and complete this list just as you like. It is important, however, that this list contains only such provisions that need to be carried out without fail.

Display appropriate reactions

Complaints are usually linked with considerable annoyance for the customers. The following sample sentences are well-suited for an initial reaction on the phone:

“I sympathise with you being annoyed/I can very well understand you being annoyed.”

“I can understand that you are angry about this.”

“I understand very well why you are angry.”

“It is very understandable that you are exasperated about this.”

“Your disappointment about … is completely understandable.”

“We are very sorry/we very much regret that you’re experiencing such a hassle because of …”

Examples of a written answer to a complaint:

You were complaining about … We are deeply sorry/we regret deeply that it has come to this.

You were complaining about … For any inconvenience that was caused to you as a result, we sincerely apologise.

We received your complaint about … with great dismay. We sincerely apologise for the trouble and inconvenience that this may have caused you.

Customer

Customer Service Associate

Phrase 1

“The

shipment hasn’tarrived yet! How much longer do we need to wait?”

(Listen intently, let the customer finish what he is saying, take notes)

Phrase 2

“I am deeply sorry, that is really awfully toublesome.” (Develop your own variation)

Phrase 3

(Customer quotes a specific time)

(Customer speaks out on this)

“When was the shipment supposed to arrive?”

“Where you informed that there would be a delay?”

Phrase 4

“So, the shipment was supposed to be there by… and has not yet arrived.”

Phrase 5

“Thank you very much for informing us about this. I will arrange with… to deliver immediately.”

(Inform the customer about the unfolding events)

Phrase 6

(Call the customers to verify that the shipment has arrived)

Opening a new door to key accounts

There are various possibilities for seeking out key accounts. It is important, however, to accurately judge the prospects for a successful collaboration.

The “biggest” customer is not automatically the best customer – this experience was yet again made by key account manager Frank L. from Offenbach a couple of weeks ago, “Comparing numbers and looking at the bottom line may reveal that the smaller business deals are surprisingly often more profitable than the bigger ones.”

Still, in many companies, key accounts are evaluated and selected according to their sales volume, “Erroneously, a very demanding customer is regarded as more attractive, because you are proud to have won such a customer,” says Frank L. “The low-maintenance customers are often underrated in that regard.”

The key account manager, therefore, fundamentally revamped his acquisition strategy, “A key account has to be in line with company policy: otherwise it is not worth the effort.” A “good quality” key account equals a customer who, according to Frank L.,

has few special requests and can be attended to easily with the existing range of products,

has wishes that are representative of many more customers, “It is worthwhile to head special pilot projects with them, because many other customers will follow their lead.”

has problems which can be solved effortlessly and successfully within the existing range of services.

“A key account relationship has to be geared towards a long-term partnership,” says Frank L. “A trusting and close collaboration is generally the key to the customer. Once he realises the advantages this collaboration brings him, he will willingly commit himself to our company long-term.”

Marry in haste, repent at leisure

Because the acquisition of and the care and support for a key account is very intensive, the following issues have to be resolved first. Only then can it be clearly seen to what extent it is actually worth going to win the key account:

Which demands does the customer in fact have in regard to his supplier? This question can be clarified during an initial meeting with the help of a well thought-out questionnaire, which the salesperson and the customer can peruse together.

According to which criteria does the key account select his most important suppliers? Here, the customer has to explain his demands in a precise manner. If he is not prepared to do so or if it becomes obvious that his demands are excessive, this is not a good sign.

Which benefits does the key customer expect in regard to new products or services? These benefits can vary from customer to customer and that is why it is necessary to identify them for every single customer respectively. Here it is important find out how your own strengths compare to those of the competition.

The relationship aspect has to work

“With a key account, above all, the relationship aspect has to work,” says Frank L. “Especially if the customer is high-maintenance, you have to get along well on a personal level. Otherwise, it just won’t work.”

The relationship aspect is the doorway to the key account in the first place, according to the key account manager, “Only when the climate is right and you like and respect each other, can the necessary trust develop.” That is precisely why Frank L. sets aside a lot of time for his key accounts, especially during the initial stage of his work, “I have to know what kind of person my customer is, his likes and dislikes, what he prefers to do in his spare time and which atmosphere he feels most comfortable in.” A good source of information is always the assistant, “She can even tell me which restaurant to choose for inviting my customer to lunch or dinner.”

Frank L. describes his strategy for “capturing” key accounts as follows:

Define the criteria that a key account has to fulfil.

Define the strengths and the benefits that your company can offer to the key account, respectively define the advantages of a long-term commitment.

Find out, during the initial meetings, how the customer envisages an ideal partnership.

Build solid interpersonal relationships.

Develop plans and strategies for a partnership together.

Opinion polls enhance customer satisfaction

If regular customer opinion polls become an integral part of your customer contact management, many problems can be recognised and solved before they start to show negative effects. Basically, you may use either of the main versions of customer opinion polls:

The all around opinion polls

This type of poll covers all relevant areas of business developments and customer relationships. It should be conducted in regular intervals in order to be able to recognise changes and any new developments early on.

This kind of poll serves to determine customer satisfaction in general – it does not refer to special proceedings such as handling complaints or service/guarantee orders. This type of poll should be conducted about once a year.

The proceeding-oriented polls

It refers to a certain event and is carried out, for example, after a repeat, service, or guarantee order. It is important to perform the poll while the occurrence is still fresh in the customer’s mind.

Showing consideration for the customer

You should pay attention to the following points to ensure that customer polls are not perceived as nuisance but as a courtesy:

Choose the right time for the poll. Do not conduct elaborate surveys before and immediately after important trade fairs which your customers are attending.

Always tell your customers ahead of time about the poll. If you are conducting a written survey, call your customers beforehand and ask for their permission to question them. Doing so increases acceptance and results in a higher return rate. If you plan to question customers about after-purchase services, prepare them during the purchasing process to let them know there will be a poll coming up. If polls are done verbally, proceed the other way around and send a letter to your customers, announcing the upcoming poll. In this message, you can point out how the customer will benefit if he chooses to participate.

If you’re interviewing customers over the telephone, make sure to ask if this is an opportune time to be questioned. If the customer seems stressed and restless, ask if you should call back later.

Limit your questions to the essentials. Even if you’re conducting a major annual analysis,keep your questions in check. The often recommended upper limit of 3 pages of A4-sized paper signals to the receiver that he has his work cut out for him. It’s better to limit the questions to one printed page.

Make answering easy for the customer. Contrary to sales talks, closed questions are an advantage in polls because they are easier to answer. For example: The question “Would you recommend us?” or “Have you ever recommended us?” can only be answered with “yes” or “no.” However, if you ask “What would be a reason for you to recommend us?” it takes a while for the customer to think about it. There is another advantage to asking closed questions: Spontaneous replies tend to be more apt. Therefore, test your questionnaire beforehand from that angle. The quicker the test persons are able to answer it, the better.

To each his own way of questioning

If you’re conducting a customer-satisfaction analysis, it may be useful to ask individual customer groups in different ways. Here are some examples:

Ask high-maintenance customers, who need special solutions, first and foremost about their wishes and suggestions. Within this customer group, it may be beneficial to ask two or three open questions – provided they are asked in person and not on a questionnaire. It would be a good idea to offer discussion groups or conduct seminars for such “lead users.”

Customers, who require standard solutions and place emphasis on smooth handling, should be questioned on those subjects.

Among customers, who willingly and frequently provide feedback, questionnaires may be unnecessary if you can find out more about them and their degree of satisfaction in personal contact. In this case, it may be best to take notes on their comments made over the phone or during a visit and transfer them into the database or use them for measures of improvement.

You should interview reserved customers, who don’t provide feedback and do not answer questionnaires, over the phone. If they react negatively to general “surveys,” it is recommended to take advantage of concrete occasions, such as specialised services, to get them to talk freely in a personal conversation.

Paving the way for the sale

Promotional material is effective if it is attuned to the potential customer’s information needs.

When running advertising campaigns, it is common practice in many companies to send prospectuses, brochures, catalogues and other promotional material to potential customers.

Thomas Burzler, Chief Executive Officer of sales motion in Dillingen/Donau, however, advises against such practice. He recommends that the internal sales force call the potential customer beforehand in order to determine what his current requirements are and what type of information he is most interested in. “Otherwise it would be pure luck if a prospect happened to be genuinely interested and considered purchasing at that time,” says Thomas Burzler. “The more common scenario is that the prospect is not even aware of a need or problem.” In this case, it would not work to send detailed promotional material about products and solutions to the potential customer because he will be neither interested nor willing to study the brochures. “However, it is a good idea to send out more general information leaflets once in a while to keep the prospect reminded of you,” explains Thomas Burzler. “These leaflets should not be too detailed but still give the potential customer a good idea about the products you offer or the services you render, in case of need.”

How often to contact the prospect?

The right number of contacts is the deciding factor when it comes to making the prospective customer think immediately about your company at the right moment. Thomas Burzler recommends doubling the time between each contact. For example: Immediately after the telephone call, send initial information about your company to the prospect. He will receive it in about two days. You may call him about four days later, referring to the information you sent him. One week later, an e-mail newsletter could be the next contact, etc. If the contact frequency is at about four to six months, which passes very quickly, this frequency may be maintained. “Newsletters and similar promotional aids are very appropriate in this case,” says Thomas Burzler.

If there is concrete interest

If there is specific interest on the prospect’s part, it is advantageous to send him individualised information, tailored to his requirements. You should save him the trouble of having to leaf through an entire catalogue. “For example, you could use post-it notes with hand-written tips to guide him to the information that interests him most,” suggests Thomas Burzler. He also recommends making specific reference to the previous phone call in the cover letter. Instead of writing, “Per our phone conversation, enclosed please find the information you requested,” the recipient will pay more attention to the promotional material if he finds special tips and explanations in the text of the cover letter, saying “You were especially interested in our solution for … Please find details on page … I’ve highlighted the important paragraphs in the brochure for you.”

Be careful with requests for written offers

If someone asks for a written offer or to receive promotional material, Burzler also recommends calling the prospect first. “One may safely assume that the prospect also requests information from competitors and compares it, purely on price, if he doesn’t have other criteria to go by.”

Calling the prospect to determine the actual requirements gives the internal sales force the opportunity to distinguish themselves from other competitors, should they only send out written material. “Besides, over the phone you can find out what it’s all about and which problem the prospect needs a solution for. With this knowledge in hand, you are able to customise the written information to the potential customer’s requirements and wishes,” says Burzler.

“Consequently, this will increase the chances for success.”

Pay attention to body language

Salespeople, who not only listen to their customers attentively, but also observe them closely, can tell quite accurately whether they are currently in a positive or negative mindset.

Sales representatives are used to conducting many more conversations with their customers face-to-face than on the phone. This works to their advantage, “Only when you are face-to-face with a customer, can you interpret words correctly,” explains Xenia Busam, trainer at the CoachAcademy in Stuttgart. “Only in combination with body language can you make sure that you clearly understood your counterpart.”

Since most human beings have a natural intuition for body language, we can interpret it correctly in most cases without thinking about it too much. “It is difficult, however, when someone is not speaking and we can only observe them and try to guess, according to their body language, what they are thinking at the moment,” says Xenia Busam.

Typical behavioural patterns

This happens to be the case during major presentations, at which a sales rep talks at length to an audience. “When someone leans back in an overly relaxed manner, this indicates that their mind is elsewhere,” Xenia Busam explains. On the other hand, taking notes, eye contact with the presenter and a slightly bent-forward upper body all suggest acute awareness. If a listener’s facial features harden around the mouth and he squints, this points toward disapproval or annoyance. “The mouth and eyes are a giveaway,” the trainer explains. “Also, if someone avoids eye contact and looks to the side, this is usually a sign of disagreement.”

Question your assumption

The most effective way to confirm your assumption during a presentation is to address the listeners directly. “Judging by your look, you doubt my reasoning?” is a possible approach to coax someone out of their shell. “Either he will react surprised – which disproves your hypothesis – or your impression will be confirmed,” says Xenia Busam.

It is also tough to be sitting across from someone with a “poker face.” “People like that aren’t playing games,” Xenia Busam accentuates. “But they have mastered the art of reducing their body language to a bare minimum.” That is why they appear aloof and one is at a loss trying to figure out what exactly they are thinking, regardless which expression they put forward. The best method to assess the attitude of such a listener is to prompt them to a ovement or reaction, recommends Xenia Busam. “You can, for instance, hand them a brochure or a sample.”

A subtle distinction

Skilled buyers and negotiating partners largely have their body language under control. Yet there is a method to discern consciously adopted body language from natural body language. “Natural body language always sets in for just a moment, right before one starts to speak,” explains Xenia Busam. “Consciously used body language, however, happens simultaneously to speaking.”

Sweat the small stuff

If a salesperson happens to be uncertain about or irritated by the customer’s body language, it is wise to pay close attention to small details, “For example, how steady or unsteady is your customer’s gaze, does he look around much, or does he keep eye contact?” says Xenia Busam. In case a customer’s body language makes him come across as not very likeable, the trainer recommends using your own body language in a positive manner to open the other person up, “For example, it is perceived as trustworthy to show the palms of your hands.” Possibly, this gesture might spark a positive reaction in your counterpart.

In the trainer’s opinion, there is never any danger in overrating body language, “One simply cannot overrate body language because it allows for your counterpart’s words to be fully understood.”

Play your trump cards right

While lavish product presentations are mostly planned right down to the last detail, salespeople sometimes allow “normal” sales talks to progress differently than desired. Dramaturgical rules could be applied in these situations as well.

Some salespeople are true masters of improvisation. They know how to convince customers even in the trickiest of situations. Other salespeople get nervous if the presentation doesn’t proceed according to plan. They need their firm order of events to which they can hold on to.

In the experience of sales trainer Josua Fett, owner of Pro Value Consultants in Straubing, the point in time, when the price is quoted, has an impact on the entire sales talk and on the behaviour of the customer and salesperson.

Fett emphasises that salespeople who put discussion of price on the back burner, are in the weaker position and impair the presentation’s effective dramaturgy. They are building up tension, causing strain for both sides throughout the sales talk. Fett, therefore, recommends quoting the price at the beginning. This may even be an advantage in regard to the ensuing sales arguments. Now, the salesperson has a chance to demonstrate to the customer, step by step, what great benefits he is getting in return.

Use your sales arguments strategically

If you use up all of your best sales arguments at the same time, you are left without a trump card to play. It is more advantageous to use your sales arguments wisely and enjoy their effect to the fullest. Here are some tips:

Always cite your sales arguments individually, never bundled.

Embellish each argument and take time to present it to the customer vividly.

Hold a sales argument back if you’re not sure yet whether it is a deciding factor for the customer.

Do not make your sales arguments sound like “counter attacks” to objections, but offer the customer a new point of view or a new aspect that he hadn’t thought of before.

Take advantage of each sales argument

Step 1: Before your presentation, collect all the sales arguments that are available to you. Do some brainstorming and write down everything that comes to mind, even seemingly obvious things.

Step 2: Select your sales arguments. The objective is to find out which argument is most effective at what point. This is done in the following way:

Subdivide your arguments into “belly arguments”/emotional considerations and formal arguments/factual arguments.

Assign the arguments to certain interests, for example cost savings, conveniences, safety, image, etc.

Determine, what your customers’ main interests normally are, for example: Controller = cost savings, production manager = high quality, safety, etc.

Step 3: Now put your sales arguments in a dramaturgical order of precedence and consider at what point they will be most effective.

The way to start: At the beginning of the sales talk you need sales arguments that rouse the customer’s interest. This is not yet a time for playing your strongest trump cards. Pay close attention to how the customer responds to your initial arguments.

Create positive tension: Once you’ve roused the customer’s interest, you need sales arguments which create positive tension. The goal is to increase the customer’s desire to own the product or solution.

The critical stage: In order to generate a real buying need, you have to cite your most powerful argument. Above all, it has to outshine the competition.

Dealing with objections: Once you have succeeded in making the customer’s buying need reach its peak, objections usually follow before he makes the final decision. You have to prepare yourself extremely well for this situation: Even if each customer doesn’t come up with the same objection, you still need to have your counter arguments ready. Of course, you use those only if the customer really makes the objection.

Finale: Now you need to play one more trump card in order to convince the customer completely. Which of the trump cards is the most effective depends on what type of customer you’re dealing with and what function he holds. In any case, you need powerful facts, meaning an effective factual argument because the customer wants to be sure of making the right decision also on a rational level.

Pricing as a competitive factor

Aside from product benefit, product pricing is also an effective marketing instrument.

There are businesses, which calculate their products’ prices from a cost and yield viewpoint. And there are businesses that practise so-called pricing, which means determining the prices from a marketing viewpoint and adjusting their cost factors and yield targets accordingly. An example for applying this practise is the machine manufacturer Maho Seebach GmbH, located in Ruhla.

Whenever a new product is created there, the price is also an important development objective: First, the field sales force interviews the customers in order to find out what benefit exactly is needed. Then, research is conducted as to what price the customer is willing to pay for this benefit. Finally, inquiries are made on how the competition is able to fulfil the price/performance requirements in question. Only after all these important facts are gathered can research and development begin.

Prices need to be customer-oriented

At Maho Seebach, it was discovered that not just a product which does not comply with the market’s demands can lead to a flop, but also the price can if it is not assessed in a consumer-oriented way. Then you will hear that well-known sentence from your sales representatives: “Our product is far too expensive. No customer will buy it at that price.”

But if in the lead-up it has been clarified which demands the customer is making in regard to product pricing and performance, work is much easier for product developers, purchasing agents, and product managers. They now know which product features the customer desires and which he abstains from. And they know which quality level is sufficient for the customer. In the second step, the stage is set in the areas of acquisition, manufacturing, and logistics so that the product can be produced at the target price and still gain optimal yield.

Implementing price adjustments

The problem, however, is that pricing is not a constant, but changes depending on the market situation, as explained by Stephan Kletschke, manager of the Freudenberg Process Seals KG in Viernheim, “Product innovations can sustain their price only over a certain period of time.”

But for this problem there are solutions, according to Björn Schuppar, corporate consultant for Prof. Homburg & Partner in Mannheim. For example, a customer can be bound by providing auxiliary services that are indispensable to him. Fearing complications if he changes suppliers will reduce the customer’s sensitivity to the price. So for him, adhering to delivery dates, maintaining quality standards, or receiving advisory support can be far more financially beneficial than a product’s price reduction.

Another method is precluding a direct price comparison for the customer. To achieve this, either various products are gathered into a product bundle, for example a machine including a spare parts kit. Or the customer is offered an all-inclusive product/service package, for example a machine which includes 24-hour customer service.

Typical examples: Together with their Business Partner Innovation Center, IBM Deutschland GmbH supports their small and middle-sized end users in identifying and implementing potential savings in their own companies. Microsoft GmbH in Munich provides their customers with an additional, interactive “trouble-shooting” service. Business customers with more complex inquiries are referred to a so-called “solutions provider,” a goal or product-oriented specialist in a partner company.

Alternative distribution channel used as pricing instrument

Finally, it is possible to take away the customer’s economic comparison by choosing an alternative distribution channel. Typical examples are Vorwerk, Avon, and Tupperware-type products that are offered by house-to-house distribution.

Another pricing instrument is the segmentation of customers: Certain customer groups are less sensitive to price than others. The most important tool for price maintenance, however, is brand management. The more “valuable” the image of a product becomes through complementary marketing measures, the more inclined consumers are to pay a certain price. For certain products, it is precisely the high price that increases sales, validating the slogan, “It has always been a little more expensive to have good taste.”

Profiting from refusals

Each refusal induce you to re-evaluate and further optimise your acquisition strategy. When doing so, take the following points into consideration.

The contact person

Did you focus on the correct contact person? Was he indeed the decision maker?

Did you identify the co-decision makers and other influential people in the company?

Did you have contact with them also or were they present when sales representatives visited the company?

Did you work your way from “top to bottom,” meaning that you tried to contact the highest decision making authority first?

Submitting the offer

Were you fully aware of the customer’s wishes and requirements before you drew up the offer?

Did you tailor your offer to the customer’s wishes and requirements?

Did it clearly come into play in what way your company is especially suited to fulfil these wishes and requirements?

What did you hear from the sales force about the presentation? Do you have accurate information regarding the customer’s reaction and possible objections?

The closing phase

Did the closing phase begin at the appropriate time?

Were all crucial issues resolved beforehand?

Were the customer’s doubts and concerns identified and cleared up or removed?

Did the customer, of his own accord, show that he’s ready to close?

Ask why

If an offer didn’t materialise although, from your standpoint, chances were good, it is worthwhile to contact the customer one more time. Doing so provides the following advantages:

If the customer has not yet made a final decision on another supplier, your call may leave the impression of you being positive and committed. You’re showing that the customer is important to you.

If the customer has already made his decision in favour of a competitor, a call in which you offer him that he can contact you any time, also leaves a good impression – only, of course, if you behave toward the customer just as respectfully and friendly as you did before the refusal.

If the customer decided not to make any capital investment any time soon, you may still try to convince him to do otherwise. But show him that you respect his decision and then wait a while before making another attempt. Get the customer to agree that you may contact him again at a later point in time.

Motivating yourself after a refusal

If an important project happens to be cancelled early in the morning, this is not exactly the best prerequisite for starting work highly motivated. The following points are to support you in your motivation efforts.

Even though you my be very disappointed, do not give up. Think about similar projects that you brought to a successful close.

Let one day pass by in order to get over what happened, then discuss with your colleagues how to deal with the refusal and whether you should contact the customer again to find out the (true) reasons for his decision.

Never regard a refusal as something final. Keep the option open that an order may come about at a later time.

Consider it a positive challenge to put all your energies into finding new customers just now. But accept the fact that there are phases in which merely generating one order is extremely difficult, while it is much easier at other times. Practice keeping your staying power and do not waver in your commitment.

The wrong customer?

Despite using qualified address material, you may acquire a prospect who doesn’t actually match your target groups – he may be from an industry that you are not able to serve or there may be suppliers who fulfil his requirements much better. If this turns out to be true. of course there is no point in pressing on. However, you should think about how to avoid such situations in the future. For example:

Ask even more detailed questions about the company and their line of business.

Inform yourself in depth about the products and solutions the prospect employs at present.

Think about whether your products really make good sense for the potential customer or whether the size of his company allows for making a capital investment of that magnitude.

Prospecting on difficult terrain

Renate Schwittay from Berlin does not sell tangible products to her customers but a sense of well-being.

Renate Schwittay has chosen an especially difficult sales industry. She neither sells tangible products nor are there any consolidated scientific findings in existence about her subject area. She calls her occupation “Health advisory service on environmentally compatible building materials,” relating to “technically and naturally induced hazardous radiation, meaning earth rays and electromagnetic pollution.”

“The most important prerequisite for my job is to be convinced of the issue,” explains Renate Schwittay. The certainty that radiation affects peoples’ well-being motivated her to change jobs. Previously, she was employed for many years as graduate engineer in the building industry. Because she had always been fascinated by everything that had to do with her current topic, she switched jobs and became a sales partner of the franchise system “The Healthy House – institute for health advisory on environmentally compatible building materials” in Münster.

Lectures serve as prospecting opportunities

To Renate Schwittay, the basis of her selling success lies in making the subject accessible to her customers. To do so, she holds evening lectures in her area, “I start out by choosing a target group which I think would be the most promising. Then I look for an organiser who will put me in contact with this target group.” Such cooperation partners could be nature conservation associations and clubs of women from rural areas, senior clubs and culture circles, adult education centres and the local branches of political parties. If she can’t find an appropriate host, Renate Schwittay organises the lectures herself.

Attracting attention

It is especially important to Renate Schwittay to call attention to her lectures by involving the local media. Therefore, she goes to see the local papers’ editorial departments and the radio stations in order to prompt them to point out the event. If this kind of public relations work isn’t successful, she places ads and distributes fliers.

However, the saleslady isn’t all that intent on filling the hall to the last seat. 20 listeners are enough and she’s even satisfied if 10 show up, “It’s easier with a smaller group to get the subject across.” Renate Schwittay has to be prepared at all times that her theory about earth radiation and electromagnetic pollution may provoke protests from listeners. In this situation, she only expresses what she can take responsibility for, “Namely, that there are no clear scientific findings if such earth radiation is harmful or not, but obviously there are individuals who react to it with physical discomfort.” Instead of getting involved in a debate, she prefers to read letters from customers, “People actually write to me how the measures I recommended did the trick.”

About 20 percent recommendations

The most important prospecting phase starts after the lecture has ended. Then, the participants talk about their own experiences and ask for individual advice. This is usually the point in time when appointments are scheduled. As a rule, Renate Schwittay keeps a list of all participants, and along with their addresses and phone numbers, she notes which questions the respective person asked and which health problems he or she addressed. Within the next three days, she calls the participant in order to schedule an appointment at his or her home.

Such a customer visit may take up to two hours. Renate Schwittay measures the rooms and advises the residents on a suitable course of action. On average, the consultant gets about five orders per lecture at a volume of about 1.000 Euros. Even if an order didn’t materialise, each customer contact has been worthwhile, “About 20 percent of my orders result from the referrals of my lecture participants.”

Raise awareness by asking the right questions

When you’re analysing a customer’s requirements, the important thing is to raise his awareness by asking the right questions.

Salespeople who bombard their customers with a whole catalogue of questions will quickly encounter rejection. It is much better, especially when conducting a requirement analysis, to use certain question types strategically. The four most important ones are:

1. Questions about the situation. They serve to find out more about the customer and his current situation. Therefore, they need to be asked immediately after the greeting and “warm up” phase.

Typical situational questions are, for example:

“Which system are you currently operating with?”

“Have you ever looked into …?”

“How many of your office workplaces are equipped with this kind of installation?”, etc.

However, there is great danger in asking situational questions because they may drift into triteness, that’s to say the customer is asked questions which you should have been able to answer beforehand. This includes information about the business areas, industrial locations, international activities, number of employees and, of course, the company’s product and service portfolio.

Therefore, try to collect such information ahead of time and have it reconfirmed by the customer so you can add a related question. Here are some examples:

“You are currently planning an expansion to … By doing so, how do you solve the following problem …?”

“You are represented in five other industrial locations. How do you handle the coordination of…?”, etc.

2. Questions about problems. These questions probe deeper into the actual requirement analysis. Your goal is to determine in what areas the customer is dissatisfied or has difficulties or to make him aware of it in the first place. Examples:

“How difficult is the coordination of …?”

“How costly is it to service these machines …?”

“How often do breakdowns happen in …?”

It’s typical for problem questions that indeed they turn a concrete, possible problem into a subject of discussion to which the customer has to say something. However, if it turns out that the problem does not exist for the customer, you will have to change your strategy. Basically, there are two possibilities: You jump to the next point and talk about another possible problem or you try, by asking a related question, to raise the customer’s awareness and direct his attention to aspects he has not considered before.

This quick decision is often a walk on a tightrope. Therefore, first ask situation questions, get a clear picture of the customer’s possible requirement and only then start asking problem questions.

3. Questions about consequences. Once you were able to raise the customer’s problem awareness, you need to paint a vivid picture of the negative consequences. Only by doing so will the customer realise that there is a call for action. Questions about consequences are, therefore, always future-oriented. Examples:

“Won’t these technical problems become even bigger if you open and interlink additional branch offices?”

“Isn’t there a high risk of failure if you’re operating with technology that keeps breaking down?”

It is important not to recommend a solution in this phase but to increase the customer’s psychological strain. The more drastically you present the possible implications by asking questions about consequences, the more he yearns for a solution.

4. Questions about solutions. Now the time is right to guide the customer’s attention from the problem to the solution. Ask him how he envisions an ideal solution. Examples:

“In your opinion, what needs to be done to keep this risk at a minimum?”

“What would you wish for that would rid you of this worry in the future?”

“In your opinion, what standard does such a system have to meet?”

Your questions are supposed to encourage the customer to actively formulate desired solutions. Listen attentively and take notes. Then you will be prepared when you demonstrate to the customer how your solution is the way he imagines it to be.

Reactivating jeopardised customer relations

Reinforce the “strategic points of intersection” to meet your customer.

Your sales representative’s lack of emotional immediacy toward the customer may be interpreted as impoliteness and his credibility may be lacking as a result of carelessness, especially when promises were not delivered reliably, and his inflexibility may possibly be perceived as lacking in creativity. The customer relationship appears to be “muddled”.

But what is there to do? Better to play it safe from the start: Take the line of demarcation between your sales organisation and the customer as the starting point, where frictionless interactions are supposed to connect. And occupy this pivotal point not just with one single sales representative, who is only in touch with one single customer. Because you know: a bird can never fly with one wing.

For the most part, it is better to have a complete sales team in the supplier’s company to communicate on various levels with the buyer’s organisation.

Establish “strategic points of intersection”

Where do the customer’s strengths and weaknesses come into view? Are they in accord with your own company’s?

Which key personalities in the customer organisation are crucial for the success of endeavouring towards a more solid commitment? Who are the supporters and who is a potential saboteur?

Who is a high-ranking decision maker in the buyer’s organisation, one who supports the principle of “customer intimacy” and supplies the necessary backing?

This is not supposed to mean that the connection simply stands and falls with one such person. There can be others, depending on the size of the customer’s company. Please note: Companies with experience in regard to “customer intimacy” are looking to connect to the right teams in the customer organisation straight from the beginning. This will not only provide the required working environment, but also signals the purest of intentions.

As soon as a person has taken up a specific position, a constructive and consistent stream of communication needs to commence to cement the ties. Constantly verify whether the demands are being met! Despite the phrase-mongering in many brochures – inspire in your customer the heartfelt notion that he actually does take centre stage!

Secure lasting success

Please never forget: In this philosophy, sales revenues initially are not identical to success. Success will ensue when the customer runs a project with you that has clearly contributed to their advancement. Yet, this imperatively means that all parties involved need to have an understanding and acceptance what exactly this advancement consists of.

Or approach your customer, should they at some point bemoan profit collapses, and offer to amend their contracts in a flexible manner. In the long run, such small concessions contribute, for example, to the fortification of trust, when difficulties are experienced and endured together.

Ready to close the sale?

Whenever a customer is ready to make the buying decision, he will reveal it to the salesperson – provided he has been asked the right questions.

“Yes, our old copy machine is prone to breaking down.” To Rank Xerox sales representative Allan G., this sentence, uttered during a sales talk, was a revelation: The customer had already made up his mind to buy. Now, it was just a matter of working out the delivery details.

The American company, Rank Xerox, had more than 12.000 of their sales reps’ sales talks evaluated in order to determine at what point the customer makes his decision to buy. It was important to this global corporation to become aware of this fact because they knew from experience: If the sales rep moves to the closing phase too early or too late, chances for making the sale are reduced considerably.

If a sales rep is overly zealous, he provokes a negative reaction because the customer may still entertain considerable doubt. However, if he misses the appropriate moment to ask the closing question and instead inundates the customer with further arguments, he even risks that the customer may ask himself, “What’s wrong here that he’s trying so hard to convince me?”

Asking the right questions at the right moment

While evaluating the study, the Rank Xerox sales managers came to an interesting conclusion: At any time during the sales talk, sales reps are able to find out if their customers are ready for the closing. All it takes is asking the right questions.

Allan G., whose sales strategy was also analysed in the study, takes his time until he asks these “right questions:” “As long as my customers reply ‘yes, but’ to each of my answers and keep coming up with a counter argument for each of my arguments, it’s clearly too soon to ask them.”

The right time has come when all of the customer’s objections have been resolved by giving the right answers. Then, it is just a matter of asking the right questions, for example, “Your old machine seems prone to breaking down. How frequently does that happen?”

If the customer replies “… actually, it has not failed us yet,” Allan G. changes the subject and proceeds to ask another question to test the customer’s readiness to close, “If you compare your machine to state-of-the-art models, buying toner cartridges runs into a lot of money, doesn’t it? How high are your office supply costs?”

If the customer’s reply shows that he still hasn’t developed a concrete buying need, Allan G. broaches a new subject, which may lead to the closing question, “These old copy machines allow you to print in black and white only. And if you compare the printed impression with those of modern machines … What do you do if you want to copy advertising brochures?”

If the customer now reacts with a suitable answer, (“That’s true, for such tasks we always have to use a copy shop.”) then Allan G. follows up with a whole series of questions, which are steering him towards the closing, “The copy shops are not exactly cheap. How much money do you spend there per month?” – “It surely costs you a lot of time to take the material there and pick it up again. How long does it take your associate to get to the copy shop and back?” – “How much time does it take your copy shop to carry out your order?”

If the customer’s answers show how very dissatisfied he is with his current situation, Allan G. asks the allimportant closing question, “Then it would be much quicker and cheaper if you could do such print work on your own copier. If you were able to save 20 percent of your printing costs, would that be a reason for you to substitute your old black and white copy machine for an efficient colour copier?”

If Allan G. is dealing with especially sceptical customers, he uses “closed” questions exclusively, which the customer can only answer with “yes” or “no.” Examples: “With your old copy machine, one copy costs … cents, with a new one only … cents. Isn’t that a considerable difference?” – “Isn’t it aggravating that your copy machine breaks down regularly?” – “The repair costs are surely running high?”

The basic idea behind this procedure: Each “yes” from the customer brings the sales representative nearer to his final closing question. Then, it’s only a formality for the customer to say “yes” and sign the order.

Recognising conflict

It there is recurring friction between the external and internal sales force or resentment among colleagues, it is time to determine the cause and search for solutions.

Matthias F, a sales representative from Cologne, had repeatedly felt angry toward a difficult colleague from the internal sales force, “I thought that she’s keeping me on tenterhooks intentionally. On many occasions, if I needed something from her urgently, I always got the reply ‘Can’t do it.’” At some point, the sales manager took both colleagues to task. “I was completely flabbergasted when the colleague from the internal sales force complained about my brusque tone and declared that she’s not willing to work hard for someone who treats her like that. Besides, I was interrupting her constantly in her work.”

When the sales manager made it clear that he would no longer tolerate this constant quarrel in his department. Matthias F. and his colleague were forced to come together and search for solutions. “The actual problem was that everyone felt they were put under pressure but were unable to admit that to each other.”

Matthias F. and his colleague ultimately agreed to proceed as follows:

If time is running short, Matthias F. does not put additional pressure on his colleague but explains to her why and until when he needs something.

The internal sales force colleague tells him openly if she’s under time pressure and they decide together which task has priority or who could step in as a “helper in need.” If necessary, the sales manager is to be informed of the recurring problem.

Both sides regularly exchange ideas on how to improve cooperation and how to go about simplifying or accelerating tasks.

Both parties commit to be open and honest. Each tells the other calmly and matter-of-factly if there is something that bothers him or her.

Since adhering to the above guidelines, the communication between the internal and external sales force has improved greatly “Much of what caused bad feelings in the past, now functions without a hitch.” Matthias F. cheerfully reports. “I believe what’s most important is that now we really communicate well with each other!”

Quick tip Bringing interests in line

If interests collide, naturally, conflicts develop. For example: You need urgent information from the internal sales force before they leave and it is just about 6 P.M. But you can’t reach the internal sales reps because they’ve already called it a day.

In this case, it is important to accommodate the interests of both sides. Talk about your problem and ask how best to resolve the issue. Perhaps there is a colleague from the internal sales force who is willing to stay, within the framework of flexible work time, until 7 P.M. and then start work later in the morning.

Another solution: You try to move your customer visits “ahead” or arrange with the customer that you will supply the desired information the next morning. Perhaps you could also agree with the internal sales reps on calling them on their cell phone up until a certain time.

Whatever you may decide: A solution can only be found if you take into consideration the varied interests of all concerned and then make arrangements with the persons involved.

Remain friendly regardless

Blows below the belt and frustrations are part of the salesperson’s profession. Yet true professionals can handle these things in a productive manner.

In the beginning of his career, sales representative Peter K. lived through a number of frustrating situations, where he felt like throwing in the towel. He credits his perseverance, for the most part, to his mentor, an older colleague, who accompanied him to his first customer visits. “He taught me that, even after the lowest blow, you have to show up at your next customer’s doorstep like nothing happened.” The most important rules that were impressed upon Peter K. by his mentor:

As a sales rep, you have to be prepared for almost anything – even that each and every one of the customer talks may play out differently from what you planned. When you adapt to this, you will not waste your energy by fretting about it.

A salesperson has to accept and value his customers – just as they are, including their idiosyncrasies and quirks. Only when the customer can feel this positive attitude towards him, the right basis for doing business together is created.

Deals that fell through will only then become failures if the salesperson gets frustrated about them and takes this anger out on the other customers.

A sales pro always keeps his composure, no matter how he actually feels inside at that particular moment. He is even capable of positively influencing his own mood through this exterior discipline.

A good salesperson thinks of the customer first. Only those salespeople who focus too much on themselves are commonly in a bad mood.

When in doubt, always smile pleasantly and never allow yourself to get into a confrontation. Whoever remains friendly has a much better chance of getting one’s way.

Another trick that helps Peter K. to be consistently friendly to his customers, “I keep reminding myself how much money I’m earning with the help of these customers – and how little it costs me to be nice to them.”

Remaining unfazed in the hour of truth

Price negotiations are regarded as the most critical moments in customer contact. This applies just as much to the members of your sales teams as to key account managers.

Even for experienced salespeople, the moment when the price has to be quoted and negotiated is a great stress factor. This doesn’t have to be the case according to Erich-Norbert Detroy, one of the leading management and sales coaches, because in his experience, the price of a product doesn’t matter quite as much as its value. “How else can you explain the phenomenon that high-priced products are often a step ahead of the low-priced competition?” asks Detroy and states, “Although the customer says loudly and clearly ‘Only the price matters!’ ultimately quite different factors are important.” The way Detroy sees it, the price is a welcome opportunity to force a salesperson onto the defensive. Therefore, Detroy recommends to your sales team the following behaviour for keeping the upper hand in price negotiations:

1. Enjoy the price talk. A sales representative should stand positively by his product and its price and realise that the price is fully justified by the benefit the customer receives. Advantage: The salesperson is keeping the upper hand, he controls the talk. A customer, who had intended to force down the price, starts to totter on his preconceived way to dismantling it. Detroy’s tip: Start with well-meaning negotiation partners because positive initial experiences build up your courage and confidence.

2. Present the price as a given. No salesperson should tense up when it’s time to quote the price. If a sales rep exudes that quoting the price is the most natural thing in the world, he conveys price stability to the customer. Aside from the salesperson’s inner and outer calmness it is important that the price be naturally imbedded in a sentence, without artificial pause before and after quoting it. Quote the price in a clear voice, without mumbling, haste, or stuttering, and without raising or lowering your voice.

3. Avoid pauses. One of the biggest mistakes when quoting the price is to make an emphasising pause before and after you say it. “Every artificial pause gives the customer time to think and revise his tactic. Artificial pauses kill the price,” warns Detroy. “The rule is: The sentence containing the price has to be completely rounded .” It is effective to surround the price with benefits. For example: “If you take more than one hundred pieces of this suitcase which features a very practical combination lock, you can have it for 98 Euros and also take advantage of the three- month period allowed for payment.”

4. Select the smallest unit. Large units imply large prices which hold danger to scare the customer. Instead of quoting the price of 800 Euros for a package of a thousand component parts, the salesperson should bring the unit price of 80 cents into play.

5. Create price combinations. Every customer feels “revaluated” if you let him get involved in the price creation, recognising that there is a certain degree of elbow room in which he can negotiate. Detroy recommends to salespeople to create product and price bundles for the customer to “take apart.” This way the customer is able to create “his” price. “Experience shows that the customer often buys more from the package than he would buy if we offered him only the naked product at the naked price,” says Detroy.

Rules for good teamwork

Together, not against each other: That is the simple recipe for successful teamwork between the field sales force and in-house sales.

Collaboration with the field sales force is not always optimal. Misunderstandings, prejudices and the lack of knowledge about what the other one really has to manage are often named as reasons. The following rules help to improve the climate between the field and the in-house sales force:

Realise that the field sales force depends on you. Do not use this “to put the screws to them.” The more you support the field sales force, the greater you and your achievements will be valued and recognised.

Maintain an open exchange of information. Aside from the “official” sales meetings, regular semi-private meetings are recommended, for example, on late Friday afternoon. Those help in getting to know each other as individuals and to find out more about the others’ problems and needs in order to gain a better understanding of each other.

Clarify all questions pertaining to organisational structures and put them in writing. That way, there are clear rules that everyone has to adhere to: the field sales force knows that there is no “grace period” for handing in the contract lists and that elaborate proposals can only be sent out “immediately” as an exception to the rule.

Profit from each other’s experiences. If particular members of the sales team hold onto their “knowledge for the sake of control”, this will quickly result in in-house power plays that will ultimately play out at the expense of the customer. Therefore, enter all new information about customers into the database and confer obligingly with the field sales force about doing the same.

Demonstrate your achievements in an assertive manner. Some members of the field sales force have a very self-confident demeanour, which is often used to distract from their own insecurity. Let this neither provoke nor impress you but instead communicate nonchalantly on one and the same level.

Be tough with pricing yet cooperative

The price is not always the main criterion that makes a customer decide to buy. Make it absolutely clear that price concessions are not possible. For this, you can invoke a higher authority, for example, the sales manager. The customer has to know that debating about the price is absolutely pointless since you are not allowed to divert from it.

Yet present yourself willing to cooperate: Make a suggestion to the customer to sort through the offer once more step by step. Evaluate every service and whether it is even necessary for your customer – some services might not be important to him. This way, the customer can have the exact services he desires, at an acceptable price, without you having to give rebates.

“Together we are stronger than alone”

Could be, but it is not always the case. Teamwork is appropriate, when “consensus” decisions have to be made or a number of different skills are needed for the achievement of objectives. For many tasks, however, it is enough when departments or individuals cooperate sporadically instead of immediately creating a task force. When fast decisions are needed, it is seldom beneficial to discuss everything within the team. Furthermore, working in a team can even prevent innovative solutions. This happens, for example, when a team member is unable to assert a revolutionary idea and everyone else agrees on the supposedly better compromise solution.

Selling across borders

When dealing with foreign customers, it is ideal to speak their language, yet it is especially important to attune to their mindset.

Normally, aside from the spoken word, there are grave differences in the rules of the game regarding business and society, mentality and manners that need to be overcome. Even when displaying extra caution, mistakes are often made, mostly stemming from lack of knowledge with regard to attitude and behaviour.

Recruiting salespersons from the target country

For international business, it is more sensible to attract employees that are natives of the target country. An example for this is a medium-sized machine builder from the vicinity of Darmstadt. He preferentially assigns internships to students that hail from Poland or the Czech Republic. They in turn assist him when he visits customers in Kattowitz or Pilsen. The entrepreneur’s goal: He is tapping sales talents for the Eastern European markets who are capable of adjusting easily to the mindset of their fellow countrymen.

It is popular practise to appoint a local partner as a principal agent in the target country. Then it is their mission to weave a nationwide network with other commercial agents.

Reciprocal advantage

This exact path, for example, was ventured on by the “Mini Mundus Hobby GmbH,” a manufacturer of collectable miniatures from Dreieich in Hessen. The medium-sized company had made the decision to gain traction on the American continent. For this purpose, Barbara Elster, an American who is already selling similar products in the United States, was commissioned to take over the chief agency.

The cooperation proves to be worthwhile for both: With Barbara Elster, the German company acquired a sales partner who is familiar with the American way of life and who is already collaborating with many American commercial agents. And Barbara Elster gained a new and sales-boosting product line for her sales network.

Master-franchising for quick market success

Franchise systems are a good solution when foreign markets need to be tapped in the shortest time possible. In this case, it is not a chief agent but a master franchisee, who is building a sales network for his client.

An example for this is “Eurologos,” a service provider from Brussels. The company had set the goal to establish a global network of translation bureaus within a few years, relates CEO Franco Troiano. The core of his success strategy was to find a seasoned pro in the respective target country, who would be able to build and manage a franchise system there, “Someone who speaks the language, knows the business ways and is in touch with the markets there,” says Troiano.

The result: Within a few years, the company was able to establish itself in 30 countries and is going on 100 countries by the end of this year.

Selling products and services simultaneously

Especially clever salespeople offer not just products to their customers but also the matching services. This is how René Frauenkron goes about it.

René Frauenkron, a salesman from Bochum, has come up with an especially useful business idea for his company Boga GmbH. He sells deep-frying oil to his restaurant and catering business customers and at the same time offers his services to dispose of the used-up oil.

It was this combination of products and services offered that enabled Frauenkron to put his competitors in their place. While others have to grapple with their customers’ “stinginess is cool” mentality, he is profiting from his customers’ indolence, “They don’t have to worry about a thing. I collect their used-up deep-frying oil and at the same time deliver fresh supplies.”

Quicker than the copy-cats

However, René Frauenkron knew that it takes more than an attractive selling idea to open up a new market. Good ideas get copied. Therefore, he had to ask himself, “What can I do to have the cake before the others divide it among themselves?” He found the right solution, “Restaurateurs are a world in themselves. They know one another, they meet and compare notes.” Frauenkron took advantage of this network for opening up his market.

First of all, he needed a suitable referral customer. His objective was to find a local restaurant/catering business with a good reputation. Therefore, he first approached the catering department of Schalke 04, a German national league soccer club. There he quickly found good contacts, “I’m coming from the catering business myself. That’s why our meeting was less a sales rep/customer business negotiation than a visit among colleagues.” Another factor, which led to Schalke’s quickly placing confidence in René Frauenkron was the competence he displayed while explaining his services, “My contacts were enthusiastic about my idea. Less than an hour later it was a done deal.”

Successful referral strategy

This successful key-account acquisition provided Frauenkron with the necessary confidence to contact other potential key accounts. His referral strategy bore fruit relatively quickly: From the Maritim Hotel Gelsenkirchen, he was referred to the Maritim Hotel Niendorf and from there to the Maritim Hotel Cologne.

Frauenkron reached his goal of opening up the market as quickly as possible via referral customers, “About 60 percent of my customers come from referrals.” During the first month, he had already acquired 20 key accounts, by the second month there were 40, in the third month 60, and today, four years after the start, there are 300. They bless Frauenkron, who meanwhile has become a franchise partner of Berlin-based “Gerlicher Fette und Öle GmbH,” with sales of approximately 600.000 Euro.

Profitable additional businesses

Long since, Frauenkron has expanded his line of goods and sells, aside from oils and fats, restaurant/catering business accessories to his colleagues. Every visit to a customer provides him with the opportunity to generate lucrative additional business,“We talk about the industry and the colleagues and ultimately about what else the customer could use.”

Through all of this, René Frauenkron makes sure to avoid putting pressure on his customers, “My customers are old hands in their business. You can’t pull the wool over their eyes and you can’t talk them into things. You have to convince them what the best solution is for them.”

That he’s on the right path became obvious when the first competitors tried to copy Frauenkron’s idea. He reacted promptly, “I went a step further and turned it into a reusable system, using the delivery canisters also for the disposal of used-up oils.”

Conclusion: By offering his combined product/services strategy, René Frauenkron managed to keep 93 out of 100 new customers, “If something runs smoothly and serves his convenience, the customer stays with it, and it doesn’t matter if the competition tries to tempt him with low prices.”

Selling successfully as a team

The times of the lone fighters are passé. Nowadays, elaborate business development projects are increasingly handled per “team selling.”

Selling products as a team? For a mediumsized mechanical engineering company, located in Nürtingen, this marketing policy has been common practise for years. It has always been customary there, for service technicians to serve as an extension of the field sales force, to inform their contacts in the customer companies about new product solutions and report back to the sales department when they detect new requirements. The designing and production engineers accompany the sales representatives when the customer needs special solutions.

Such a good example always sets a precedent. That is why this strategy, namely “team selling,” is steadily finding followers in other industries as well. For example, in the consumer goods industry:

There, the key account manager brings along colleagues from the marketing department to the annual appraisals, where plans are made with a customer for conjoint advertising or promotional campaigns. And when important customers in financial sales want to be consulted on how to pocket the highest profits for their money, the account manager may just seek help from his bank’s investment experts. “The future belongs to multiteam-selling,” two corporate consultants from Hildesheim, Dr. Albert Siepe and Henner Lenfers, explain.

Multifaceted variations possible

On the basis of the business development tasks, the members of the selling team are assembled. In everyday sales practise, the following variants have become apparent:

The members of the field sales force and the customer service associates are acting together when established customers need to be cared for. Members of the field sales force and telemarketers are merging as a team when orders are solicited from the B and C customers. Key account managers and product experts are forming a team when special solutions are created for key accounts. Customer service is turning into an extension of the sales department to observe when replacement purchases are due for the customer. The sales department, in turn, is reporting to customer service when services are to be sold along with the product.

Set goals and priorities

What takes priority? What has to be done today until what time? What can wait? When calculating and structuring the day, do include buffer times. No one can work for four hours straight. After maximally 120 minutes, mind and body demand a short pause. The phase of regeneration often does not take longer than 10 minutes.

To get everything done in the day and not be completely done in at the end of it, you should calculate 60 percent of your time for active work and leave a 20 percent buffer for unforeseeable events. The remaining 20 percent should be used for creative freedom, experts recommend. Because no one will climb the social ladder by getting done only what they are required to do anyway.

Another advantage: To set goals and priorities unburdens the mind and also motivates. Everything that can be marked off during the course of the day is a success.

Small talk –about something other than the weather

The weather is a classic small talk subject and is therefore flogged to death. But there are still plenty of other topics and events to discuss.

“That’s some crazy weather today, isn’t it?” – Sentences like these often serve as a stop-gap to get a conversation going. However, not every sales representative is always prepared for a suitable small talk topic once he arrives at the customer’s office. Carolin Lüdemann from the CoachAcademy in Stuttgart provides some suggestions and quotes the most important rules for effective small talk.

Small talk is a door opener and creates a pleasant atmosphere for the ensuing sales talk. That’s why small talk topics are always positive.

Everyone has to be able to join in the small talk. If several persons are present during the sales talk, it is important not to exclude anyone from the conversation.

Even seemingly harmless topics, such as sports and cars may be doomed if one of the persons you are talking to feels very strongly about them. Carolin Lüdemann, therefore, suggests to not start the conversation by talking about private matters or hobbies but to choose a subject from the professional environment, especially if you don’t know the persons you’re talking with very well.

Getting into the conversation spontaneously is usually the best choice for an easy-going start but also demands quick reaction. This works by paying close attention to your surroundings and by watching if anything has changed at the customer’s office building or if there is something striking like an interesting sculpture or an extension to the building.

Small talk always moves on the surface. If the actual sales talk develops from it, the small talk has ended, but there is no clear-cut dividing line. If it is difficult to make the transition, simply make a “cut” and get into the actual topic.

Special Report: How to recapture lost customers

Customer, come back!

In her newly published book Come back! How to recapture lost customers Anne Schüller shows the five steps to recapturing lost customers quickly and successfully. The book also devotes a section to the prevention of customer loss.

The start

Customer revitalisation management starts where all retention measures have failed, which means that the customer has officially terminated the business relationship or left tacitly. According to loyalty marketing expert Anne Schüller, two aspects arise from this:

Cancellation management: the objective is to ward off cancellations or induce customers to withdraw them.

Revitalisation management: the objective is to resume business relationships which had discontinued or had fizzled out.

It is crucial to find out immediately which customer left, for what reasons and how to go about recapturing that customer in order to do better the second time around. Schüller presents the customer revitalisation management in five steps:

Identification of the lost or “sleeping” customers

Analysis of the reasons for loss

Planning and implementation of regaining measures

Result checking and optimisation

Prevention

Find out the true reasons

The author points out that the true reasons for losing a customer are often emotional ones. Rarely is customer loss a matter of price. “Too expensive” is a wonderful pretext for both sides: It’s an easy way out for the customer because he doesn’t have to give any reasons and is not pushed to disclose his “emotional pain,” as Schüller describes it. For his counterpart on the selling side, it is convenient because it allows him to evade taking personal responsibility. However, if you don’t know the real reasons you are not able to plan and implement corrective measures.

To be successful, it is critical to be aware of customers’ expectations; customers, who just left, are very helpful in pointing out your company’s strengths and weaknesses. It is important to pay close attention to the cancellation notices and to keep an eye on the complaint statistics. Of course, your company should also conduct customer surveys on a regular basis.

Anne Schüller’s practical tips for conducting a customer survey:

Which goals are to be achieved by conducting the survey?

What exactly do you want to know from the lost customers?

Which customers are to be asked? – Do you ask them for their permission to do the survey so they don’t feel like you throw them a curve?

Which survey method is suitable? Who will conduct it? Has it been ensured that this method brings relevant results?

How will the results be processed, interpreted and presented? Who will receive them?

Who is in charge of making the neces sary action plans? Who implements them? Who controls them?

How do customers find out about the improvement processes?

Hard and soft

There are obvious and measurable complaints, which are the “hard” facts, such as:

wrong or missing information waiting periods are too long (telephone, etc.)

delivery or installation periods are too long

lacking adherence to delivery dates

poor or deteriorating product or service quality

breach of agreements

errors in invoicing etc.

According to Schüller, the soft factors are intangible and much more connected with the customers’ expectations.

The following soft factors may lead to losing customers:

not enough contact; the customer feels he’s been forgotten

the contacts’ impolite and unfriendly behaviour

lack of responsiveness to and interest in the customers’ needs

not enough flexibility (possibly because of administrative structures)

discord between salesperson and customer or frequent change of contacts

poor complaint management etc.After the analysis, recapturing measures need to be finalised quickly.

Which customer is to be recaptured?

Who is to approach the lost customers?

What do we offer them?

When will that happen?

How much of the budget is available for this?

What is the concrete course of action?

In the next step, customers are segmented into profitable and unprofitable ones. After a great deal of preparatory work, measures have to be scheduled – in Schüller’s view, communication is the central tool for approaching lost customers. She rates verbal communication much higher than the written one. Following, the success hierarchy:

personal conversation

telephone conversation

letter, offer, mailing

e-mail, text message. After the measures have been finalised, the results and success rates are to be determined.

Speeding up decisionmaking processes

There are customers who try to feed a salesperson’s hopes with vague and meaningless phrases. Real pros don’t let themselves be put off by this sort of behaviour.

“We’ll get back with you when we’ve made a decision.” – Sales representatives, who let themselves in for such “arrangements,” might as well forget about closing the sale, Kevin G., a sales rep from Bonn makes clear. Even if the customer explains why he needs more time, Kevin G. knows that a lot can crop up during this period. It happened to him once during a phase of non-communication that a competitor aggressively approached the customer and got the bid, “because he was virtually ubiquitous.”

The danger in having time to think it over

Kevin G. learned a great deal from this experience and took the necessary steps, “It’s often a matter of misconceived politeness to restrain oneself and give the customer time to think about buying. Doing so is very dangerous; you should always try to be present when the customer makes his decision.”

Although he may come across as pushy to some customers, Kevin G. abides by the motto, “Better one contact too many than not enough.” While the sales rep initially shows understanding for the customer’s request for time, he will nevertheless contact him during this phase, “Then, it becomes obvious right away whether the customer really concerned himself with the decision or whether he hadn’t given it another thought.”

Stick to your guns

It is useful in both cases to follow up consistently, “I see it as a clear promise when a customer assures me that he will contact me within the next two weeks. If I call him at the beginning of the second week, he realises that I take him at his word. He feels more obligated and there is a greater chance that now he will really go into my offer,” says Kevin G. “On the other hand if you contact the customer after the two weeks are over, he may find excuses why he hasn’t looked into the offer. Now you have to take a new run at it, set a new deadline, etc.”

Offer support

“I have to communicate with the customer exactly at the point when he’s right in the middle of the decision-making process, because this is a time when doubts may come up,” explains Kevin G. “During the first presentation, the customer usually has not reached the point where he realises the full extent of his decision. Actually, the most critical phase comes afterwards and that’s exactly when I need to be there for him to give him the best possible support.” There is another reason why this phase is important: The customer seeks advice from a number of people who cannot, in every case, be influenced by the sales rep. “It’s relatively easy to identify the co-decision makers in the customer’s company. However, it gets difficult if he looks for guidance among his friends, acquaintances, and colleagues, for example at the ‘notorious’ golf club,” says Kevin G. “At such a place the customer is influenced by a variety of people and it is quite possible that he suddenly changes his mind or drags out the decision.”

In this situation, the best way, too, is “to hang on,” as the sales rep calls it, in order not to allow the customer any “way out.” Kevin G. explains, “If the customer tells me that he needs two days, I contact him at the end of the second day. If he still needs to clarify something, I inquire what it is and whom the customer will consult. It is my goal, of course, to help him realise that it’s best that I be present during that discussion.”

Successful together for the long haul

Long-term customer relationships may be at risk if you don’t perceive gradual changes.

Salespeople don’t always tap the full potential of their existing customer relationships. They believe that they have already opened up all possibilities and they forget that long-term business relationships in particular and the mode of collaboration undergo change. Following, management consultant Maria Kopelent from Regensburg explains:

“Business relationships are sensitive and fragile entities. Often the notion of a harmonious relationship with the customer prevails because you’ve know each other so well for such a long time. However, your own company’s re-organisation or internationalisation or that of your customers creates changes in different areas,” says Kopelent. Aside from a continuous exchange of information with the customer, she recommends dialogue workshops with a neutral moderator. “In a neutrally moderated process, people talk more openly and concretely about basic and trend-setting topics beyond the day-to-day business.” These are mainly:

shared opportunities and developments

a shared understanding of the market and of the entire chain of processes,

sharing a common level and associating as peers.

“The expectations and assumptions as well as the ideas and wishes voiced on both sides create transparency about the current situation, the relationship’s development and the desire for change on both sides,” explains Maria Kopenent.

Successfully dealing with buying conflicts

Most customers go through some inner conflicts before they finally make the decision to buy. Recognise those conflicts and guide your customers through them.

It takes a certain amount of psychological strain before customers are ready to deal with a product. “The customer has to recognise that he has a problem and long for a solution,” explains a sales representative from the plastics industry.

Sales trainers speak in this context of buying conflicts. Hans A. Hey, a sales trainer from Heilbronn, explains that a customer experiences several types of conflict until the final closing. “These conflicts cause him tension.” As a rule, customers experience three or sometimes four types of conflict:

The requirement conflict

The requirement conflict is the prerequisite for the customer to consider in the first place whether he needs a product or a solution. The essential question, therefore, is: “Do I need the product/the solution or not?” According to Hey, you’re also talking about a requirement conflict if the customer is dissatisfied with his present supplier or has problems with the product he’s currently using. In this case, the customer perceives his situation as being unsatisfactory but doesn’t know yet how to resolve it.

Such a situation is ideal for Mark S., a sales rep for an IT service provider, “A potential customer’s dissatisfaction is the best prerequisite for him to be ready to make a change. The psychological strain just has to be big enough.” In this situation, Mark S. likes to steer things in the right direction, “I can explain to the customer what will happen if he keeps operating with outdated systems. Then it’s all the more effective when I show him possibilities for bringing his technology back to being state-of-the-art, which will allow him to work much more efficiently and largely without risk.”

The offer conflict

Mark S. knows, of course, that not every customer buys immediately. “You always have to assume that the customer obtains offers from competitors.” In Hans A. Hey’s opinion, this constitutes a typical offer conflict. The customer is asking himself whether the sales rep’s offer really represents the optimal solution or if there are other, better suppliers out there. “Basically, a customer, who has decided to obtain a new solution, finds himself in the offer conflict phase,” says Hey.

For this situation, the trainer gives the following advice: The sales rep should explain to the customer why his offer meets his requirements especially well or exceeds the competitor’s offer and how it is tailored to his individual needs. The more precisely the sales rep has determined the customer’s requirement, the more concretely he can use it in his sales argumentation.

The closing conflict

The critical phase towards the end of the sales process can ruin all the work you put into it beforehand. According to the experience of Hans A. Hey, a customer may suffer a closing conflict even if he was convinced of the sales rep’s solution before. In order to get the customer through the closing, the sales rep has to give him a good reason why he should buy now. As a rule, concrete facts, such as a lower-priced introductory offer or the urgency of the decision because the customer may suffer negative consequences if he keeps working with outdated technology, are suitable for this situation.

The responsibility conflict

Some decision makers are afraid of making a mistake and being called to account for it. Or they have to vindicate themselves to their company for the high costs. This may trigger great fear.

The higher the investment, the more likely a responsibility conflict emerges. In this situation, Hey recommends taking the customers’ concerns very seriously or even address them in advance and explain how risks can be kept at a minimum.

Conclusion:

Basically, buying conflicts are positive because they generate psychological strain and the pressure to do something about it. Sales representatives have to take these conflicts very seriously and support their customers mentally and emotionally as well.

Supervise yourself properly

In the fast-paced, everyday life of selling, these few timeless principles will help you to keep your self-management in check.

Orientation towards results: The touchstone is the achievement of set goals and the completion of tasks.

Make a contribution to the whole: Aside from the expectations that come with the position, always set your sights on the superior objectives of the company as well.

Concentrate on the basics: Pool available strengths and concentrate them on carefully chosen objectives.

Use already existing forces: Focus on what is at your disposal and not just on the correction of deficiencies.

Gain trust: This mainly affects the quality of the office climate and the corporate culture, as well as the contact with customers.

Think positive: Display a stronger orientation towards opportunities, instead of pointing out problems.

These principles regulate and lastingly secure the quality of everyday tasks and facilitate the implementation of the right set of tools necessary to fulfil them. They comprise the core of what can also be understood as corporate culture.

SUV heats up business with new customers

During the pre-launch campaign for the Porsche Cayenne, existing and prospective customers, as well as dealers and their staff, were intensely and successfully prepared for the arrival of the new car model by the automobile manufacturer from Stuttgart.

For decades, Porsche has been the epitome of sports cars. However, with the introduction of the Cayenne model, a five-door, all-terrain sports utility vehicle (SUV), the Swabian car builder entered unknown territory. The company strategists and the trade partners were confronted with new tasks in regard to customer segmentation and sales approach. In their research, the Porsche marketers determined that a Cayenne’s potential buyer hardly differs from the owner of a classic Porsche sports car. The social background, above all, turned out to be nearly identical.

From their in-house market research, Porsche also knew that drivers of the 911 and Boxster models typically own two additional vehicles, one of them often being an SUV or a luxury limousine.

Therefore, it could be assumed that within this target group, which already shows a high degree of Porsche affinity, a strong interest for a sporty Porsche SUV would exist. “There was a high possibility that the Cayenne would sooner or later replace our existing customers’ different brand limousines or SUVs,” explains a Porsche marketer. “And because we have relatively good knowledge of our existing customers, we were able to address them directly and successfully.”

The second core target group for the Cayenne identified by the Porsche marketers were owners of SUVs and limousines of other brands who find the brand Porsche attractive and appealing. They perhaps have a certain affinity toward the 911 or Boxster but for family or other reasons so far have refrained from purchasing a classic sports car and therefore have not become a customer.

During the one-year pre-launch campaign, drivers of the models 911 and Boxster and new prospects were informed continually about the Cayenne’s product details. New customer addresses were acquired by means of an integrated communications strategy. This strategy comprised all elements of the marketing mix – from the classic advertisement with response elements to measures at the dealerships, dialogue marketing activities, for example a sixstep mailing campaign, to using the internet as information medium and the active acquisition of prospects. At the end of the pre-launch campaign, Porsche had acquired 25.000 addresses of prospective customers in Germany alone. 54.000 visitors came to the nationwide events at the Porsche centres on the occasion of the Cayenne’s sales promotion to inspect the SUV personally.

In order to bind the newly acquired customers long-term to the Porsche brand and the respective dealership “Porsche Centre”), the company supplied its trade partners with an entire package of customer-retention programmes.

Among them are safety training and sports car driving-days on blocked off race tracks, the Porsche sports driving school, the customer magazine “Christophorus.” or the customer newspaper “Porsche Times,”tailored to each Porsche Centre and its respective offer. In addition, the dealers regularly send personal notes to their customers and they are offered a membership in their local Porsche Club. These customer clubs are registered associations and are largely independent of the Porsche Company but still receive its tremendous care and support.

Conclusion:

Porsche’s sales approach for the Cayenne’s pre-launch campaign proved to be a complete success: With a total of 15.299 newly registered vehicles in Germany, Porsche set up a registration record in the fiscal year 2003/2004. More than one third, 5.872 of them, were Cayenne automobiles.

Take the “so what?” test

While preparing for your next meeting with a customer, scrutinise your sales arguments by taking the “so what?“ test. Examine, if the customer may possibly reply “so what?” to one or the other benefit you are intending to quote. This answer would mean that the customer doesn’t attach any importance to the mentioned benefit. In this case you should withdraw the respective argument.

The “Magic Six” for good customer rapport

Most of the time, it will be the really self-evident things that give you that edge to appeal to customers. Yet, sometimes even the minimum requirements cannot be maintained in the hectic daily routine.

However, six criteria should always be present, no matter whether you are talking to your customer on the phone or in person: friendliness, dependability, competence, promptness, flexibility, and accessibility.

The best way to follow up on your customer calls

After the appointment is before the appointment, that is to say that the utmost care and attention is to be executed before as well as after all sales calls – sales representatives who act according to this rule stand the best chances of doing great business with their customers.

Since Gerald E., a sales representative from Hamburg, cut down the number of his customer calls, he was able to greatly amplify the number of his orders as well as the revenue. The reason for this was, “My appointment book used to be full to the brim. But often I didn’t have the time to do the necessary follow-up work and keep in touch with prospective customers. I was always behind schedule with my call reports.”

Because his colleagues were all dealing with similar issues, they explained to their sales manager that things could not keep going in such a manner, “We all sat down one Friday afternoon and discussed, until late in the evening, what could be changed.”

The most important conclusion was: The sales representatives don’t have to fill every free minute with customer calls but they are obligated, however, to prepare and follow up with sales calls according to binding guidelines. Here are the most notable rules:

On the day of the customer visit, the sales representative documents which goals were achieved. He is transferring that information via his notebook to company headquarters, at which point the documentation is greatly aided by a structured input system. Should important information be missing, he is advised by the system with an error message and is prompted to complete the data.

The sales representative is obligated to determine and schedule all follow-up activities. This involves the preparation of offers, follow-up phone calls and all other followup activities. He will also establish who will embark on such activities and take general control.

In case an acquisition is abandoned or put on the backburner, the sales representative must provide a compelling argument for this in the database.

If the customer call leads to a sale, the salesperson is required to enter into the database the exact time at which he will recontact the customer. He also determines who will be in charge of the after sales service.

Conclusion:

By means of the immediate after-care and the binding scheduling and control, it is ascertained that prospective customers are being cared for in the best possible fashion and, ideally, can be led to close the deal. At the same time, vital customer information can be recorded in the database so that it is readily available for all the involved employees in the company.

The customer as ideas provider

Salespeople, who are proactive in getting suggestions for improvement from their customers, strengthen the customer relationship and provide useful impulses to their company.

When Mark D., a sales representative for a plastics producer, takes samples along to his customers they know that they are “faced with a challenge” because the sales rep is not content with polite answers. “I want to know exactly what the customer’s opinion is, what bothers him about the material, and what he would like to be different.”

To him, direct and honest answers are the only useful responses, “Once a customer became annoyed and explained to me that I didn’t need to bother to come back with such a product and why. I was even glad to get this reaction because I pass on honest customer feedback to my sales manager and the research and development department. This kind of feedback provides us with important clues as to what our customers really need.”

The aforementioned customer was very surprised when Mark D. invited him, just like that, to the next customer workshop, “In our company, ideas workshops with customers take place on a regular basis, first to get to know them better and then to be proactive in obtaining their suggestions for improvement. Basically, each suggestion for improvement made by a customer is an important impulse for us.”

In addition to these product-oriented suggestions for improvement, customers are asked regularly whether they are satisfied with the way the sales reps look after them. “In this case also, I prefer an honest feedback over a polite one,” says Mark D. “After all I don’t visit them just to pass the time. I want my visits to be profitable for both sides.”

The magic word is value

Always mention the value

Only talk about the price if you really have to. Always focus your presentation on the value of your product or service. Keep in mind that the perceived value may be completely different from one customer to the next. The following examples serve to make you aware of a product’s varied values and to have the appropriate argumentation ready when you need it.

Emotional value

Even though emotional value is subjective, it does play a vital role in the buying decision.

Emotional value may consist of

owning something that not everyone has or is able to afford

rewarding oneself for something

giving recognition to oneself

taking a liking to something

expressing one’s individuality and personality

In this instance, the added value lies, above all, in a personal, subjective gain. Positive self-image, prestige, recognition, and greater self-esteem are also part of this gain.

Material value

In some cases, material value can be substantiated by numbers. For example, a slight decrease in value or a high resale value of machines or durable consumer goods can be documented. Preservation of value because of a product’s low tendency to break down or very little wear and tear is also considered a material (added) value.

Some products may even provide an increase in value. These may be, for example, rare, limited products with collector’s value that may fetch high prices.

Just the same, the material preservation of value may be the result of a measure or investment, for example, the refurbishing of a building.

Resulting value

Added value may also be created by the product’s use. Production and product quality, for instance, can be greatly improved by using a modern machine. In this way the products, manufactured by the customer company, increase in value.

The following points may also constitute added value:

quicker and more efficient manufacturing

cost savings, for example, personnel costs

increase in delivery speed

reduction of storage costs because of just-in time delivery

Asking specific questions

By using a specific questioning technique, you may induce customers to come up with their own arguments in favour of making a purchase. At the same time, you’ll be able to find out what the customer thinks is the greatest added value of a product or service. Following are some examples of questions you could ask:

What bothers you most with …?

What has kept you, so far, from searching for a solution for …?

Why do you prefer to work with … rather than with …?

What is/has been the biggest problem in regard to …?

What would be the worst case scenario if you think about …?

If you think about … or …, which do you like more, which is more trustworthy? etc.

Splitting up the price

A product appears more valuable if you explain the individual components that make up the price. This is not about giving the customer a calculation example but to make it clear to him just how many individual benefits and features he is getting.

It is important not merely to mention specific characteristics, but all features, even if they meanwhile have become standard features. You may handle this situation as follows:

If they are standard features, use phrases such as “Of course, … is included, too,” “Naturally, the product also features …,” etc.

Accentuate fully included auxiliary services by saying “standard” or“even standard.”

Call special features, which the customer normally does not expect or only gets for a surcharge, “a highpoint,” “an outstanding service,” or “a special advantage.”

“You deserve it”

As every salesperson knows, if a customer buys very expensive products for himself, the emotional, rather than the rational, reasons count. Still, many customers look for justification to explain their decision to themselves and to others. In this situation, you may use phrases that flatter the customer’s ego. Some examples: “You’ve accomplished so much, you’re entitled to it,” “You’re worthy of it,” “You deserve that.”

The sales representative as market researcher?

The sales representative is often called the company’s foremost market researcher. Certainly he can ask “market research”-type questions during the sales talk, but there are a number of things that need to be taken into account, because there may be some risk involved.

Example layout for a “field report for market research:”

Field report with regard to the market situation: 1st quarter 200X

Sales representative     Territory     Date

1. Three important new projects:

(Customer/project/order volume/prospects/competition/what needs to be done?

2. Three important projects that were lost:

(Customer/project/order volume/lost to/what should have been done?)

3. The current most important customer demands pertaining to

Problem solving:

Product/assortment:

Service/after-sales service:

Customer information:

Pricing/conditions:

Organisation of customer service and processing:

4. Our competitors’ three most interfering activities right now:

(Who/which activity/where/in what situation)

5. Suggestions for more success:

Comments, requests, etc.

The salesperson makes the difference

A product’s price and quality plays an important role in the customers’ buying decision. However, there is more to it if you want to keep customers long-term. That is why the Winkler Group invests highly in the qualification of its sales staff.

Investing in its sales force is for Winkler, a specialist for commercial vehicle spare parts and accessories headquartered in Stuttgart, an important aspect contributing to success. Aside from in-house training courses and advanced training, Winkler provides special workshops on the subject “Assertive Selling,” conducted by sales trainer Thorsten Hartmann from Bexbach. “It is important to us that the workshops are custom-tailored to our company,” explains managing director Rüdiger Hahn.

Long-term cooperation Winkler continuously trains the approximately 200 members of their sales staff at their individual branches. All year round, workshops take place under the direction of sales trainer Thorsten Hartmann. The participants are usually made up of 12 to 14 salespeople from a regional branch. Because Hartmann has been working long-term with Winkler, he is very much in tune with the company and its particularities. Hartmann turns special attention to Winkler’s central service idea and encourages the sales staff to internalise it and put it into practice. The sales reps are to offer their customers not just individual spare parts but complete packages (“everything from one source”). On the other hand, the customer has to sense that the salesperson does everything in his or her power to fulfil his wishes and takes every wish seriously.

In addition, Thorsten Hartmann occasionally accompanies sales reps on their customer visits for training on the job.

It’s all about the customer

“The workshops are all about the customer,” says Markus Fuß, Team Leader Sales for the customer groups repair shops and bus companies and Martin Rüter, Team Leader Sales for the customer groups vehicle owners and shipping agencies at the Dortmund branch.

Martin Rüter gives an example: “We really delved into the issue of competitive advantage. The point was to determine in what areas we have an edge on our competitors.” Now, Martin Rüter and his sales colleagues are able to implement the results of their considerations immediately: “One such competitive advantage is the ability to deliver several times daily, while some competitors manage to deliver only once a day.”

The customer development conversation

An especially important part of the workshops deals with the subject of “customer development conversations.” “Each conversation that helps me to move forward with the customer is a customer development conversation,” explains Markus Fuß. For example, it is already viewed as a customer development conversation if the sales rep gains new information about the customer even if he wasn’t able to prompt him to buy. “After each conversation the sales rep should examine whether it was a customer development conversation or a standstill” says Fuß.

The salesperson decides the issue

In the opinion of Markus Fuß and Martin Rüter, Winkler’s decisive competitive advantage is made up of the competence and friendliness of its sales staff. They are convinced that, ultimately, a customer can only be won and retained by the sales-person’s persona. “If a customer is tied so closely to the company because of the salesperson, he doesn’t have any desire to leave. He then shows little interest if a competitor offers some products at a lower price,” says Markus Fuß. However, if the customer is too focused on “his” sales rep, that may present some danger. “The customer should be able to trust in the other members of the sales staff and deal with them, too, if his favourite sales rep happens to be away on holiday.”

Conclusion: It’s all about is the personal relationship with the customer. It is the basis for a long-term, successful relationship.

The Winkler Group, headquartered in Stuttgart, is represented in 14 German locations and one location each in Switzerland and Russia. Its clientele is comprised of commercial vehicle owners, such as shipping agencies, construction or waste disposal companies, bus companies, repair shops, farmers, and international trade partners.

The talk before the talk

While there are customers who come to the point immediately, there are others who can’t do so without small talk. Seize this opportunity to create a positive atmosphere for the conversation.

Ideally, you could gather useful information about your potential customer during this short introductory phase. Suitable subjects for small talk are, for example:

The customer’s immediate vicinity, for example, the company building (location, interesting architecture, art work in the foyer, exhibits, etc.), the customer’s office (beautiful view, furniture and fixtures that point to the customer’s special interests or hobbies.)

Positive general remarks about the customer’s company, for example, acknowledging the special quality image of the products.

The weather, but only if it’s really worth mentioning, for example if there are extreme weather and traffic situations such as a storm and high water (the customer may be affected by it), etc.

Awkward subjects, such as politics, should be avoided at all costs.

See to it that the conversation does not slip into the banal. Presume that the customer is rushed for time. To make the transition to the actual topic, you could drop some appropriate cues. If the customer responds to them, get to the point immediately. If he doesn’t, it helps to ask specific questions: For example, if your small talk is about the company, you could say, “Incidentally, how do you …” or “By the way, what system are you working with?” etc.

If the small talk drifts off unintentionally, there is only one way to end it: Forget the small talk and make a fresh start – but this time with the “right” topic.

Three paths to success

By restructuring their sales department, Heraeus Kulzer, a limited liability company, achieved a more customer-friendly approach at less selling costs.

Up to now, the sales department at Heraeus Kulzer was organised to be product-oriented. Due to acquisitions and mergers, each product group had its own sales organisations. These led their customers separated from one another into different data bases. For each product group, the goods were offered, shipped, and invoiced separately. There was no information exchange at all.

Now, the company, producing chemical materials required for dentistry, has a new rallying cry, “One face to the customer.” Firstly, they consolidated the distribution channels, secondly, they established a customer service centre, and thirdly, they fed a central “data warehouse” with all the customer information, which previously had been collected locally.

The results are intensified customer loyalty and improved customer service as well a reduction in processing costs, as reported by Enrico Senger and Hubert Österle from the Institute for Information Systems at the University of St. Gallen, who also oversee the reorganisation project.

The background

The industry’s ten largest companies, with Heraeus Kulzer being one of them, share half of the total market among themselves. Heraeus Kulzer’s goal was to expand their market shares. Because there is not much potential for differentiation in the product range, the company saw their chance to improve customer service.

The most important step was to separate the sales department by customer groups and to set up only one channel of distribution each, which is one for the 8.000 dental laboratories and one for the 40.000 dental practices in Germany.

This step also became necessary because the customer groups’ shopping behaviour has changed. As a rule, dentists purchase their extensive materials wholesale, at so-called dental depots. Laboratories bundle their requirements via buying syndicates, “Therefore, co-ordinated product systems and simplified procurement logistics are strong incentives for dental laboratories to order from only one manufacturer,” say Enrico Senger and Hubert Österle. “The goal, therefore, was a fully integrated solution for the purpose of comprehensive customer relationship management.”

The most important tasks in the implementation of “One face to the customer” consisted of

merging and newly linking customer data, which had been coming from various sources

establishing the Internet as an additional channel of distribution

synchronising it with the existing contact channels (multi-channel management)

Thereby the following goals should be reached:

Reduction of tasks which are not adding value

Elimination of superfluous transactions

Possibility for the creation of customer profiles and for customer segmentation

Implementation of segment-specific sales and marketing activities

Two criteria for measuring success

Whether the sales department’s restructuring is taking a successful course should be determined mainly by using two measuring criteria, which are

an increase in the percentage of sales

an increase in customer satisfaction

The measuring criteria “cost reduction,” however, was abandoned because in the opinion of the person in charge there is a risk that it may come into conflict with the main goals. To project manager Oliver Assmus, chief of Heraeus Kulzer’s customer service centre, the inclusion of the customers’ requirements was an essential factor for success. Therefore, customers of the different segments were asked about their needs.

The implementation of the CRM solution was done step-by-step but simultaneously for all distribution channels. The critical point for success was the sales force’s involvement, report Enrico Senger and Hubert Österle, “It was important to make it clear to 120 sales reps that a reorganisation was also in their best interest. The project team was considering a special incentive system. As it turned out, equipping the sales force with laptops was already incentive enough. But it was even more essential to firmly root customer relationship management in their mentality.”

The core of the new organisation is the newly created customer service centre, “Instead of having to identify and call the individual product group contacts, the customer may now contact us by calling a toll-free service number.” However, a prerequisite for the successful restructuring was that the sales team acquire broad product knowledge. Another factor for success consisted in recruiting associates for the customer service centre who were already equipped with the necessary expertise, such as former dentist’s assistants.

Top or flop?

In the introductory phase, it is often determined whether a product strategy is really competitive and marketable.

The higher the degree of newness for a product – meaning a genuine innovation instead of a me-too-product – the better the chance for the company to gain an exclusive and monopolistic competitive advantage on the market. But this competitive lead will most likely decrease at some point. In most cases, the great white hope of future sales is being successfully imitated by the competition only after a short while or a similar product undercuts the price. So, what can you do?

A great number of companies try to ward off imitators with the help of patents and competition laws. This is achieved, for example, by binding or cutting off suppliers with agreements to deal exclusively with one business partner in certain types of transactions. Therefore, the product’s innovative results can be kept up over a certain period of time.

Other companies, for example, design or build the machines necessary for manufacturing on their own, a process that is capital intensive as well as risk intensive; especially in markets with high flop rates.

Simultaneously, the introductory phase marks the path of the highest market resistance in a product’s life cycle, which generally is less of a concern for me-too-products and much more pronounced for genuine innovations. Such initial market introduction barriers need to be prevailed over. This can be achieved with the help of strategic partnerships or distributions channels like e-commerce. Because the Internet enables companies to overcome traditional barriers in a way like never before possible. The size advantage of a company is playing a much smaller role nowadays.

A successful market introduction is often accompanied by a general communications concept that is supposed to create demand in the relevant target group. The USP (unique selling proposition) must be carried by the advertising instruments, by public relations and on to the sales force in their talks with customers. The following is accomplished: the message can be transported to the “relevant set” of the target audience faster (“When I think of a specific product result, I buy product x.”)

Consequently, the utmost creative staging of the advertising message will certainly award the product more attention as well as desire and supply the necessary push for a placing in the market. Added rebates or extras ease the entry into the market.

Yet way too often, measures of product introduction still end at the checkout. Once initial sales are hauled in, the so-called “sales aftercare” (an important value creation element!), meaning the customer care in the post-acquisition and usage phase, is still not paid enough attention to. Here too lies great potential to successfully distinguish oneself from the competitors. For some manufacturers, these after-sales revenues and the resulting cash flow are essential for survival. As they say: The first product is sold by the sales representative, the second one by service.

Vocabulary

A perfect team

the scheduling of appointments: the setting up or arrangement of a meeting

to be outsourced: to be subcontracted, contracted out, or delegated

smoothly: without a hitch, well, efficiently, slickly, effortlessly, easily

initial: first, early, preliminary

future: upcoming, forthcoming, expected, yet to come

fear: worry, concern, misgiving, unease, dread

to be cut down: to be limited, constrained, reduced, or restricted

obstacle: hindrance, complication, problem, hurdle

to prove someone right: to show that someone is absolutely correct

to raise: to increase, to improve, to advance, to augment

much greater challenge: much more difficult task or venture

to achieve: to attain, to reach, to arrive at, to realise, to get

to emphasise: to highlight, to stress, to underline, to accentuate

beyond that: above that, in addition to that, outside of that, over and above that

link: connection, tie, bond

to brief: to inform, to prepare, to instruct, to fill in, to update, to advise

to maintain: to keep, to retain, to uphold, to sustain

to remain in charge of: to stay in control or in command of

lead: information, pointer, tip, suggestion

to release: to give the green light to, to make available

to do one’s share: to do one’s bit, to play one’s part, to pitch in, to cooperate, to lend a hand

completion: close, conclusion, finish, ending, finalisation

continuous: non-stop, constant, perpetual, uninterrupted

to be key: to be important, crucial, vital, or critical

to back something: to stand by, side with, support, or endorse something

Achieving success in a difficult market

to achieve: to attain, to reach, to arrive at, to gain, to earn

to not be able to complain about: to not be able to grumble, grouse, moan, or lament about

a lack of: an absence of, a deficiency in, a shortage of, a scarcity of

prerequisite: requirement, necessity, precondition

to consist of: to be made up of, to be formed of, to comprise, to contain, to include

security need: requirement, demand, or wish for safekeeping

to approach: to deal with, to tackle, to handle, to set about

to be covered against something: to be insured against, provided for, or protected against something

to entail: to involve, to require, to call for, to necessitate

frame: condition, state, situation, circumstance

to envision: to imagine, to picture, to visualise, to envisage

to attach great importance to something: to think or consider something to be essential

to raise someone’s anticipation: to boost someone’s joyful expectancy

to be an integral part: to be a basic, fundamental, or essential element

to be responsible for: to be in charge of, accountable for, or in control of

to take advantage of something: to profit from, cash in on, or make the most of something

to attend: to be present at, to go to, to visit, to turn up at

structurally completed home: bare brickwork house, building shell

to be proud of something: to be pleased with, happy about, appreciative of, or satisfied with something

referral: recommendation, reference, good word

to check out: to look into, to take a look at, to examine, to research

to nudge someone onto something: to gently push or urge someone onto something

to haggle the price down: to bargain or negotiate for lowering the cost by

to re-examine: to reconsider, to reassess, to re-evaluate, to check again

After the visit is before the visit

to be bothersome: to be troublesome, inconvenient, incommodious, or annoying

call report: account, statement, or description of a sales visit

to procrastinate in doing something: to put off, delay, postpone, or adjourn doing something

to explore: to investigate, to examine, to look into, to inquire into

to be responsible for something: to be accountable for or in charge of something

evaluation: assessment, appraisal, estimation

to view: to regard, to think about, to feel about, to perceive, to deem

to retain: to keep, to keep hold of, to hold on to

durability: permanence, durableness, long-lastingness, soundness

a change for the worse: a deterioration, decline, or weakening

Approach service creatively

to approach: to set about, to tackle, to deal with. to handle

to compose: to create, to write, to compile, to make up

behaviour pattern: way of acting, system of conduct, comportment, deporment, or bearing

predetermined: pre-decided, fixed, set, pre-planned, pre-set

words of salutation: getting or welcome phrases

to appreciate someone: to value, esteem, or think hightly of someone

to review: to re-examine, to reassess, to have another look at, to make another study of

to determine: to find out, to clarify, to ascertain, to establish

devoid of: without, with no, lacking, free from

assessment: judgement, gauging, rating, appraisal, evaluation

unique: only one of its kind, exceptional, inimitable, without equal, unmatched

gut-feeling: guess, hunch, instinct, intuition

to achieve: to accomplish, to reach, to realise, to gain

to devalue: to diminish, to detract from, to fail to recognise, to bring down

to valorise: to enhance, to improve, to boost, to enrich, to reinforce

obliged: required, obligated, called-for, compelled

Approaching customers on the spot

to approach: to make advances to, to make a proposal to, to proposition

on the spot: on the scene, locally, on location, on site

in advance: beforehand, prior, ahead of time, earlier

affinity: partiality, attraction, liking, inclination

proximity: nearness, adjacency, vicinity, propinquity, closeness

subsidiary: affiliate, associated company, daughter company

to have at one’s disposal: to have available or on hand

focal point: focus, emphasis, main focus, main area of concern

consent: permission, go-ahead, authority, agreement, sanction

applicable: relevant, appropriate, pertinent, valid

indeed: in fact, rightly, actually, positively, for sure

to be deprived of: to be denied, to lack, to be deficient of, to be left without

recent: current, new, fresh, topical

were to be taken into account: were to be considered, included, regarded, or taken into consideration

wastage: deviation from spreading or distribution

affluent: wealthy, well-to-do, well off, moneyed

initially: first of all, at first, in the first instance

postal code: zip code, post code

map: chart, plan

could be taken into consideration: could be included, regarded, kept in mind, or incorporated

dependent on: conditional on, contingent on, determined by, subject to

to suffice: to be adequate, sufficient, or enough

to raise: to advance, to augment, to elevate, to heighten, to improve

Be proactive in getting referrals

referrals: recommendations, references

appreciative: approving, admiring, positive, enthusiastic

provided that: as long as, on the condition that, with the provision that

to be highly esteemed: to be greatly respected, regarded, or valued

to be imperative: to be very important, vital, crucial, or necessary

credible: believable, convincing,

realistic, trustworthy to take calculated steps: to take deliberate, purposeful, or planned measures

rarely: hardly ever, seldom, not often

to feel bound: to feel compelled, obliged, or obligated

to compose: to write, to create, to make up, to think up, to formulate

to reckon with: to deal with, to handle, to contend with, to face

to have to broach the subject again: to have to bring up the issue another time

to become embarrassing: to become uncomfortable, discomforting, or awkward

to emphasise: to call attention to, to underscore, to underline

to relieve someone from something: to free, unburden, or liberate someone from something

the bulk of the work: the greater part, the main part, or the largest part of the task

a draft: an outline, a rough sketch

to do the preliminary work: to do the groundwork or first round

Being present without pressuring

to put someone under pressure: to put the screws on or hassle someone

to push someone to do something: to impel, goad, induce, or exhort someone to do something

to attain: to reach, to achieve, to accomplish, to obtain, to arrive at, to earn

to regret: to be unhappy with, to be remorseful about, to feel sorry about

to apply especially to: to be particularly relevant, pertinent, or significant to

to be banished: to be eliminated, dismissed, or removed

is mistaken for: is confused with, mixed up with, or misinterpreted as

to be forced on someone: to be pushed on someone, to be thrust down someone’s throat

buyer’s remorse: purchaser’s regret, sorrow, or contriteness

to offer benefit: to provide advantage, to give assistance, to furnish gain

the most promising: the best, the most favourable, auspicious, or positive

free space: leeway, freedom, flexibility, room to manoeuvre

to convey: to communicate, to express, to put across, to make known, to impart

transition: change, switch, conversion, changeover, shift

this entails: this involves, requires, calls for, or necessitates

decisive: important, key, significant, crucial, critical, deciding, determining

to retain: to keep, to preserve, to keep possession of, to keep hold of

Benefit beats price

to fear: to worry about, to dread, to be afraid of

that may be quite alright, satisfactory, or acceptable

what do I get out of it: how do I profit or benefit from it

the truth dawned on him: reality struck or occurred to him

to disregard: to ignore, to forget about, to overlook, to turn a blind eye to

crucial: important, essential, decisive, key

to prompt: to induce, to motivate, to cause, to encourage

to reassess: to re-examine, to re-evaluate, to reconsider, to have another look at

to no longer be content: to not be satisfied or comfortable any longer

to encounter: to come across or upon

to be made up of, to contain, to include, to comprise

paper: treatise, study, report, analysis

to figure something out: to understand or comprehend something

to approach: to come up to, to talk to, to speak to

to put someone off: to discourage, dissuade, dishearten, or repel someone

to be resolved, set, or intent

obvious: apparent, visible, noticeable

to be suited for something: to be appropriate, apt, or fitting for something

purpose: use, function, task

to call attention to, to hignlight, to accentuate, to underline

snare, net, deception

to be applied: to be used, employed, utilised, or operated

to derive: to get, to gain, to obtain

device: tool, utensil, instrument

maintenance: servicing, overhaul, check

to gain: to win, to acquire, to obtain, to build up

Call centre agents act as “secretary”

to have harmful effects on something: to have damaging results or consequences for something

collaboration: partnership, alliance, association

approach: method, technique, style, manner, modus operandi

to set up appointments: to arrange, plan, or organise visits with customers

to be assigned to someone: to be allocated, allotted, apportioned, or commissioned to someone

to be in charge of: to be in command or control of

to convey: to communicate, to get across, to make known, to impart

to postpone: to put off, to delay, to rearrange, to reschedule, to defer

to avoid: to steer clear of, to keep away from, to shun

clashing: conflict, coincidence, concurrence

to enter: to mark down, to record, to register, to put down

which can be accessed: which can be opened, retrieved, logged on to, or read

allotted: designated, chosen, selected, assigned

uppermost: primary, main, principal, greatest, most important

what became of something: what happened to or what was the outcome of something

thorough: in-depth, exhaustive, systematic, comprehensive, intensive

which are in need of explanation: which must be given details on, made clear, clarified, or elucidated

a variety of couplings: an assortment or a selection of mechanical devices that join or connect two parts

accessories: attachments, extras, add-ons, parts

to have to acquaint oneself intensely with: to have to familiarise oneself thoroughly with

matter: subject, topic, issue

continuous: non-stop, incessant, constant, permanent

conducted by: carried out, performed, run, organised, or handled by

more probing: more detailed, in-depth, or penetrating

Classic marketing traps

trap: pifall,snare,stumbling block, cath

to detect: to identfy, to cath, to become aware of, to notice, to discern

to prevent: to put a stop to, to stave off, to ward off, to block, to thwart. to avoid

subconsciously: unknowingly, unwittingly, inadvertently, unintentionally

to beat one to the punch: to win the race, to be faster or quicker than oneself

ruthlessly: mercilessly, unmercifully, pitilessly, remorselessly

to hijack: to take over, to take control of, to seize

to not stand out: to not attrack attention or catch the eye

to allure: to attract, to draw

a victim: an easy prey or target, a drupe

jealousy: envy, resentment, convetousness, resentfulness

concealed: hidden, out of sight, unnoticed, obscured

downside: disadvantage, danger, drawback, negative consequence

incident: unpleasant occurrence or happening

unknown entity: unfamiliar organisation or film

to bid farewell to something: to de without or give up something

to jam: to obstruct, to block, to clog, to congest, to clice off

fallacy: misleading notion, erroneous belief, false conclusion, misconcepton, misjudgement

amply: sufficiently, adequately, abundantly

interest: dividend, profit, return. percentatge gain

depreciation: decrease, lowering, or reduction in value

human resources: personnel, staff, employees. workers, workforce

to hurt no one: to upset, cause sorrow to, or cause anguish to nobody

to destroy: to damage, to harm, to impair

the most malicious: the most harmful, hurtful, or destructive

subliminal: unconscious, hidden, unintentional

to constrain: to hinder, to restrict, to hamper, to limit

desperately needed: very much, greatly or ungently requied

implementation: carrying out, realisation, enforcement

than suspected: than believed, expected, imagined, supposed, deduced, or guessed

to scrutinise: to examine, to analyse, to inspect, to go over, to peruse

to dispose of something: to get rid of something, to leave somethng behind

necessities: needs, requirements, requisites, essentials

to emerge: to appear, to become visible, to surface, to materialise, to come out

objective targets: aims, goals

Comunicate visions

to awaken: to insire, to arouse, to prompt, to ignite

fuel: stimulus, incentive, encouragement

entrepreneurial: corporate, business, company. commercial

to secure: to assure. to ensure. to promise, to give surety to

one-of-a-kind: singular, unrivalled, first tate, first class, supreme

gateway: bridge. link, connection, tie

the stuff that dreams are made of: the things that visions, or imaginings consist of

purposefully: wih determination, with, resolve, resolutely, single-mindedly

sadly: unfortunately. unluckily, alas

buzzword: cathphrase, slogan

delineation: separation, demarcation

correlating term: corresponding, related, or associated phrase

to nourish: to encourage. to further, to advance, to promote

to amplify: to strengthen, to augment

self-actualisation: self-realisation, self-fulfilment

inciting: encouraging, stimulating, provoking, arousing, inflaming

fast pace: high rate of progress, tempo, or momentum

mastermind: prime mover, architect, engiineer, author, originator

to get something off the ground: to get something going or under way

is rewarded properly: is recompensed or compensated appropriately

to align something with something: to adjust r modify something to something

peak performance: top accomplishment or archivement

endurance: staying power, perseverance, tenacity, fortitude, stamina

to face someone: to deal with. handle, come to terms with, or meet someone

to affect: to influence, to change, to alter

mountaineer: rock climber, hiker

at the hazard: at the risk, peril, or threat

Complaints are opportunities

complaint: criticism, grievance, statement of dissatisfaction

to react, to take action

upset: annoyed, angry, irritated, exasperated, aggravated

minor detail: small, inconsequential, unimportant, or insignificant aspect

to be resolved: to be sorted out, settled, or worked out

be taken lightly: be treated carelessly, nonchalantly, or casually

to drop everything: to leave or abandon your work

to matter: to be of importance, to count, to be significant

the desperate ones: the frantic, anxious, distressed, or fraught ones

to crave attention: to long for, yearn for, or hunger after being noticed

the latter ones: the last-mentioned, the second-mentioned, the second of the two

matter: issue, question, problem, topic

to rescue someone from: to save someone from, to get

Correct assessment of customer inquiries

assessment: appraisal, evaluation, rating, estimation, judgement, review

to be in vain: to be unsuccessful, ineffective, useless, futile, or unproductive

corrective measure: remedial or counteractive course of action

to prevent something: to stop or avoid something

substantiated: backed up, validated

probability: likelihood, possibility, odds

completely, thoroughly, exhaustively, in detail, carefully

to think economically, to remember to save expenses

to pay the same degree of attention to each prospect: to concentrate one’s efforts equally on each potential client

forecast, calculation

connection with: link to, association with, relationship with, correlation to

gender: sex, masculinity or femininity

obtainable, accessible, existing

to be taken into account: to be considered, to be taken into consideration

collected: gathered, brought together, pulled together, accumulated

aside from: besides, apart from, except for, with the exception of

extras: optional or special equipment

to be incorporated: to be included or integrated

to go to great pains over or make a big effort in doing something

less obvious: not so noticeable, apparent, or evident

to be not more prone, of a mind, apt, or disposed to do something

repeated: recurring, repetitive, frequent

to underline: to underscore, to emphasise, to highlight

rather: more exactly, more accurately

it can be determined: it can be verified, ascertained, or established

Customer service boosts sales

to boost: to increase, to expand, to raise, to add to, to improve, to amplify

lead: hint, suggestion, recommendation, information, pointer

to pay off: to meet with success, to get results, to be effective or profitable

outside observer: uninvolved watcher, onlooker, eyewitness, or bystander

industrious: hard-working, productive, busy, conscientious, diligent, active

guild: line of work, profession, line of business

seemingly: apparently, on the face of it, ostensibly

to dawdle: to waste or kill time, to idle, to linger, to dilly-dally

recently: not long ago, just, a short time ago

considerable: substantial, extensive, great, noticeable, significant

sign of wear: symptom or evidence of deterioration

ready cash: money in the pocket

overheard: listened in on, eavesdropped on

stroke of luck: fortunate or opportune coincidence

site: plant, factory

to have a hotline to Heaven: to be intuitive, psychic, telepathic, or secondsighted

to discover: to come across, to find, to detect, to encounter, to locate

premises: grounds, building, location, property, place

foreman: overseer, supervisor, chief

Head of Engineering: person in charge or in command of manufacturing

to be on the lookout for: to be in search for or pursuit of

extended: stretched out, outstretched, spread out

to keep track of something: to keep up with, to follow, to monitor

replacement purchases: substitute or alternative acquisitions

task: job, duty, chore, assignment

on behalf of: for, representing, as a representative of, in the interests of

achievement: performance, operation, running, working

sufficient: good enough, adequate

processing speed: operational pace

to feature: to present, to introduce, to highlight, to promote, to emphasise

trace: bit, touch, hint, drop

due to: because of, attributable to

source: resource, well, supply, fund

to not leave it at: to not end it or stop at

generous: giving, open-handed

to consist of: to be made up of, to include, to involve, to entail

Customers associates, and partners in the same boat

associate: co-worker, fellow worker, colleague, employee, member of staff

drugstore chain: chemist’s shop franchise or group

excellent, commendable, very good, model, ideal

to substantiate: to give substance to, to demonstrate, to corroborate

high repute: good name, high standing or stature, good reputation

corporate citizenship: social and cultural involvement (of businesses)

to be exemplified by: to be demonstrated, shown, or represented by

renowned: famous, distinguished, wellknown, prominent, established

from floor to ceiling: from the ground to the roof, from the bottom up

to be geared towards: to be aimed at, to work toward

to convey: to get across, to communicate, to put across

seasonably: appropriate to the time of the year

to complement: to go well with, to be the perfect addition to

to adapt: to change, to alter, to modify

is supposed to: is meant, intended, or designed to

reward: recompense, remuneration, bonus, prize

to give someone likewise excellent grades or scores

to embrace: to accept, to adopt

to aim: to aspire, to intend, to want

to distinguish oneself from: to set oneself apart from, to separate oneself from

consciously: knowingly, wilfully

to be meliorated: to be refined, fine-tuned, perfected, or honed

concerted effort: combined, joint, or collaborative operation

Federal Cross of Merit: one of the highest honours the Federal Republic of Germany awards

substantial: sizable, generous, significant, real, weighty, major

is the gist of what: is the general idea, essence, or quintessence of what

to be perceived objectively: to be seen neutrally or without bias or prejudice

trusting: trustful, reliable, dependable

questionnaire: survey, opinion poll

evaluation of teamwork or partnership

accessibility: approachability, availability

Dilligence and consistency lead to success

diligence: assiduity, industriousness, heedfulness, laboriousness, conscientiousness

consistency: constancy, steadiness, stability, dependability

to demand: to require, to need, to necessitate, to call for, to involve

implementation: fulfilment, execution, carrying out, realisation

to take precedence: to come first, to take priority, to be considered most critical

to attempt: to try, to make an effort, to endeavour, to strive, to venture

to tackle: to busy oneself with, to apply oneself to, to take on, to get to work at

to ensue: to follow, to develop, to come to pass, to occur, to happen, to transpire

to be greatly tempted: to be very much at risk, provoked, or enticed

target agreement: contract on objectives or goals

simple virtues: straightforward merits, assets, or good qualities

to stick to one’s set objectives: to adhere to one’s determined goals or targets

to keep cropping up: to continue to happen, to get in the way, to occur, to turn up

to procrastinate: to postpone or delay action, to move action to the back burner

to commit oneself to: to promise, obligate, or dedicate oneself to

partial: fractional, limited, fragmentary

fear of failing: worry about not succeeding, falling short, or not making the grade

to experience defeat: to encounter setback or disappointment

to cling to: to stick to, to hold to, to abide by, to adhere to

to lack the motivation: to not have, be deficient in, or be short of the enthusiasm

along the lines: within the framework or bounds, in the context

remuneration: compensation, salary, payment

to assign: to allocate, to dole out, to distribute, to dispense, to apportion

to recapture: to bring back, to return with, to go and get, to get hold of

to allot: to apportion, to allocate, to designate, to give, to appropriate

in accordance with: in agreement, conformity, or compliance with

recurring: repeated, habitual, regular, continual, returning

to attend to: to take care of, to deal with, to give one’s attention to

Discuss a customer’s buying inhibitions openly

inhibition: reservations, qualms, hesitancy, doubt, restraint

to drag out: to protract, to prolong, to draw out, to delay, to stretch out, to extend

to struggle with something: to try to come to grips or deal with something

to pretend not to be there: to feign or simulate that one is not present

to cause one considerable anguish: to trigger a great deal of suffering or distress in one

to be at a loss: to be at one’s wit’s end, to be baffled, perplexed, or puzzled

to find it inappropriate: to think of it as improper, tasteless, unseemly, unfitting, or tactless

to push for cost-saving measures: to enforce a cost-cutting or belt-tightening course of action

to be entitled to something: to be given the right or be qualified to have something

to exude: to radiate, to give off, to emanate, to display, to show

to convey: to express, to communicate, to suggest, to put across

capital goods: investment or industrial commodities

unspoken: undeclared, unsaid, unexpressed, not spelled out

one is dealt a blow: one experiences a setback, disappointment, misfortune, or knock-back

to decline without further explanation: to say no without giving a reason

to have gotten into the habit of doing something: to have started a routine or practice of doing something

to assess: to judge, to determine, to weigh up, to rate, to evaluate

to draw a conclusion: to deduce, infer, conclude, derive, or gather something

to be furnished with: to be outfitted or fitted out with

faded: dull, pale, discoloured, washed out

corner seating unit: sitting area, lounge suite, settee arrangement, three-piece suite

closet: cabinet, cupboard

to dawn on one: to occur to one, to register with one, to enter or cross one’s mind

miserly: tight-fisted, penny-pinching, stingy, close-fisted, parsimonious, tight, ungenerous

unserviceable: useless, worthless, inadequate, ineffective

wage: salary, earnings, income, takehome pay, remuneration

utility costs: expenses for electricity, gas, water

to force something down: to cut, lower, or reduce something

to bring something into play: to bring something up, to start talking about something

anxious ones: worried, concerned, fearful, apprehensive, uneasy, or nervous ones

to give oneself away: to reveal, divulge, or make known oneself

to detect: to notice, to perceive, to identify, to become aware of, to sense

to overextend oneself: to go too far, to exceed one’s limit, to bite off more than one can chew

supposed reason: presumed, assumed, believed, or professed cause

to be completely unfounded: to be entirely without basis, groundless, or unsubstantiated

Do all customers deserve equal treatment?

to deserve equal treatment: to be worthy of one and the same handling

to require: to demand, to necessitate, to entail, to involve

a clear distinction: an explicit dividing line, separation, or differentiation

overall sales: general or total selling

genuine: real, authentic, true, valid

to depend upon: to be contingent upon, subject to, determined by, based on, or influenced by

a clearly defined boundary: a plainly marked out, established, or settled demarcation line

low profit contribution: scarce contribution margin, product profitability, or profit margin

to ease: to relieve, to reduce, to lessen

responsibility: liability, accountability, answerability

turnover: gross revenue, volume of business

joint: common, shared, combined, collective, cooperative, consolidated, concerted

within the realm: within the framework, scheme, system, area, or field

to be compiled: to be assembled, put together, or brought together

to be assigned specifically: to be appointed, allocated, designated, or named purposefully

to attend to: to take care of, to handle, to deal with, to give one’s attention to

to accomplish: to achieve, to get done, to realise, to bring about

to determine: to ascertain, to establish, to verify, to clarify

standing: status, position, reputation, rank

to determine: to find out, to reveal, to uncover

in accordance with: in agreement, conformity, or compliance with

to deepen: to intensify, to reinforce, to emphasize, to stress, to underline

to draw up: to formulate, to work out, to create, to think up, to devise

to differentiate: to distinguish, to make a distinction, to contrast

Do not be afraid of price negotiations

to not be afraid of something: to not be fearful of or nervous about something

imperative: very important, crucial, necessary, indispensable, vital

to not lapse into: to not slide, slip, submerge, or drift into

reluctantly: unwillingly, half-heartedly, grudgingly, unenthusiastically

when in doubt: when undecided, uncertain, unsure, or doubtful

sole: only, single, one and only, solitary

steep: high, expensive, costly

accordingly: appropriately, suitably, properly, correspondingly

superb: excellent, first-rate, first-class

to make someone suspicious: to cause someone to become doubtful, unsure, sceptical, wary, or leery

decisive: deciding, determining, critical

to prompt: to cause, to induce, to incite, to impel, to encourage, to provoke

to desire: to want, to wish for, to long for, to set one’s heart on

particular: specific, individual

to aid: to help, to support, to serve

to derive from: to get, receive, acquire, obtain, or gain from

to outweigh: to be more important than, to take precedence over

to be agreeable towards: to consent to, to accept, to approve of, to assent to

to indicate: to be a sign, to signify, to show, to reveal, to imply

regardless: at any rate, in any case, anyhow, no matter what

to adhere to: to stick to, to stay with, to remain with, to not swerve from

leeway: room to manoeuvre, room to operate, elbowroom, freedom, flexibility

to level the price down: to beat down, knock down, or cut the cost

to elucidate: to explain, to make clear

to appreciate something greatly: to be very thankful or grateful for something

demeanour: manner, conduct, behaviour

apologetic: remorseful, contrite, regretful

to ring hollow: to not seem credible, authentic, genuine, or convincing

to corner someone: to trap someone, to back someone into a corner

to be cajoled into something: to be wheedled or coaxed into something

to remain unresponsive to something: to stay indifferent or impassive to something

to coerce: to force, to pressure, to bully

disarming smile: charming, persuasive, or winning beam

to sink deep into one’s memory: to learn by heart, to commit to one’s memory

Emotionalising the sales approach

sales approach: selling method, tactic, or style

to rely on: to bank on, to trust in, to count on, to bet on

measures: ways, methods, channels, courses, instruments

to trigger: to activate, to set off, to generate, to prompt, to elicit

to delightfully astonish or astound someone

conducted by: carried out by, done by, performed by

to give proof: to produce evidence, verification, or confirmation

to be attended to: to be taken care of, dealt with, or given one’s attention to

to call on: to appeal to, to ask, to request, to urge

to enrol: to register, to sign up, to put one’s name down

bouquet: bunch or spray of flowers

to convince, sway, or induce someone to do something

to contribute to: to be conducive to, to lead to, to be instrumental in

involvement: engagement, commitment

any number between 10 and 99

aside from: apart from, notwithstanding

tools: instruments, means

candy manufacturer: sweets producer, confectionary maker

attached to: fixed to, fastened to, stuck to, affixed to

matching: to go with, to complement, to harmonise with

donated to: given to, contributed to, bestowed upon, provided for

various: numerous, many, a number of

not counting, not including, to say nothing of, in addition to

brand perception: trademark recognition, awareness, or cognizance

custom-tailored: customised, made to order, custom-made

to keep something available: to keep something on hand, obtainable, or ready

Establishing and nurturing useful contacts

to nurture: to cultivate, to develop, to support, to boost, to advance

to be indispensable: to be crucial, vital, essential, very important, or key

construction equipment: building tools or gear

to be able to access: to be able to get into, gain access to, or fall back on

to reap: to harvest, to bring in, to take in

to contribute one’s share: to do one’s bit, to play one’s part

to get, gain, receive, or draw from

to get, to win, to obtain

to limit oneself to: to restrict or confine oneself to

seemingly: apparently, outwardly, ostensibly

insignificant: unimportant, irrelevant, uninfluential, powerless

acquaintances: associates, connections, contacts

imperative: very important, vital, crucial, essential

to exchange: to swap, to trade, to barter

to make it a habit: to make it a rule, routine, or pattern

to enter: to record, to register, to put down, to note

call report: sales rep’s account or description of a visit to the customer

Establishing stable customer relationships

stable: solid, strong, long-lasting, secure, steady, firm

to win over: to bring around, to persuade, to prevail upon, to influence

to not regard: to not look upon, consider, see, deem, or think of

merely: just, only, simply, purely

spare parts wholesaler: extra or replacement component trader

to treat: to act toward, to behave toward, to deal with, to handle

to count more than: to matter more, be more important or significant than

to appreciate: to value, to think highly of, to hold in high esteem

presence: being there, company

to have trust in someone: to have faith, confidence, or belief in someone

to be fixated on someone: to be preoccupied or engrossed with someone

minor detail: inconsequential, insignificant, or trivial circumstance

to snub: to affront, to offend, to upset, to insult, to slight

virtually: practically, nearly, almost, as good as, essentially

connection: link, association, bond

to have in common with someone: to do or experience similarly as someone

previously: formerly, earlier on, in the past, before, once, at one time

recently: just, a short time ago, lately

to bond: to connect, to get on, to hit it off, to get along

provided: as long as, if, given, with the provision that, on the condition that

Find out what prospective customers want

a stall: delaying tactics, a pretext, an excuse

to get rid of someone: to free or unburden oneself of someone

major: important, great, weighty, prime

sincere: honest, straight-forward, plain-dealing, not deceitful

apparent: obvious, clear, evident, plain, discernible

to mention: to talk about, to bring up, to call attention to, to point out

either way: one way or another, whichever way you look at it, somehow or other

From satisfied to enthusiastic

to bother: to concern, to perturb, to worry, to disconcert, to distress

to ensure: to make sure, to make certain, to guarantee

to trust: to believe, to expect, to hope

loss: leaving, departure, disappearance

to have been a long time coming: to have been in the offing for an extended period

unnoticed: unobserved, unseen, without being seen

to not arise: to not come up, occur, happen, develop, or come to pass

discrepancy: inconsistency, incongruity, difference, disagreement

to be extremely sensitive: to have keen senses, to be very receptive

to perceive: to recognise, to distinguish, to make out, to identify

minor: small, insignificant, negligible

to take action: to do something, to proceed, to take steps, to get busy, to react

to be tremendously accommodating: to be exceptionally obliging or cooperative

to score with someone: to make an impression or be a hit with someone

to monitor: to keep an eye on, to keep track of, to check, to oversee

measure: step, action, move

to be thrilled: to be delighted, especially pleased, or very enthusiastic

Gain your customers’ respect

to be put to the test: to be tested, assessed, evaluated, or scrutinised

to be lacking: to not have, to be short of, to be deficient in

to be a match for someone: to be an equal, an equivalent, or a peer for someone

to weigh every word: to judge, assess, or contemplate each remark

downright: blatantly, utterly, completely, totally, absolutely, out-and-out

condescending: patronising, snobbish

to be comparable to: to be like, equivalent to, or similar to

to run the gauntlet: being critically and unsympathetically observed by a group of people

to be constantly worried: to be always anxious, nervous, or concerned

thoughtless: unthinking, unmindful, unwise, heedless, careless

to appreciate: to value, to hold in high regard, to respect

advice: counsel, guidance, opinion

back then: in those early days, in those former times

to be part of something: to be associated with or involved in something

achievement: success, accomplishment, feat

to show, to verify, to confirm, to demonstrate, to attest

to be on the safe side, to be out of harm’s way

to adhere to: to stick to, to abide by, to comply with

to occur: to happen, to come about, to come to pass

to be protected, looked after, or watched over by someone

to be exhausted soon: to be used up, finished, or depleted before long

extensive: comprehensive, wideranging, thorough

inhibitions: reserve, hang-ups, shyness, self-consciousness

utilization: use, usage, handling

convincingly: persuasively, credibly, believably, compellingly

objection: counterargument, opposition

solid, well-founded, well-grounded, concrete, valid

to refute: to disprove, to counter, to contest, to rebut

to remain unflappable: to stay in control, composed, level-headed, self-possessed, or collected

Handling difficult customers

to cause one a lot of grievance: to bring one a great deal of distress or anguish

skilfully: expertly, competently, capably

unintentionally: accidentally, inadvertently, not deliberately, unintended

to corner one: to trap one, to pin one down, to back one into a corner

worrier: a person who is concerned that something bad might happen

to go off without a hitch: to go smoothly, to go without difficulties

of one’s own accord: of one’s own free will, voluntarily, freely, willingly

to reassure someone: to set someone’s mind at rest

to calm someone down: to pacify, soothe, or appease someone

nit-picker: faultfinder, knocker, whiner

to be extra alert, vigilant, or watchful

to remember or learn by heart the small lettering

to be much more favourable: to be much better, to be much more beneficial

to remain matter-of-fact: to stay factual, down to earth, or unemotional

to bad-mouth something: to speak critically or harshly of something

innocent victim: a person who pretends to have been wronged

to allege: to claim, to assert, to charge

Help customers make more sales

to crumble: to disintegrate, to fall to pieces, to deteriorate, to go down

to take care of, to give one’s attention to, to see to, to focus on

sanitary facilities: bathroom fixtures and fittings

to decline: to drop, to lessen, to decrease, to diminish, to wane

percentage receipt, compensation record

past: previous, preceding, last

to shrink: to get smaller, to reduce, to drop off, to shrivel

on an average of: typically in the region of, more or less around

approach: method, procedure, modus operandi

informative, revealing, helpful, instructive, useful

crucial: vital, key, decisive, central

to find out the cause or reason for the problem

appropriate, fitting, pertinent

conditions, stipulations, specifications, provisions

genuine: real, authentic, actual, true, indisputable

added value: additional or extra worth

to afford: to offer, to give, to provide

to be faced with, to be confronted with

auxiliary: supplementary, extra, additional, ancillary, added

to pay off: to meet with success, to get results, to be profitable

to be promising: to show high potential

to open up new vistas: to result in a new perspective or outlook

to be disclosed to one: to be revealed, divulged, or unveiled to one

to accord to: to give to, to bestow upon, to offer to

to implement: to put into practice, to apply, to realise, to employo

High-profile but not pushy

high-profile: impressive, imposing, daunting, commanding, arresting

pushy: aggressive, forceful, insistent, hard-line, over-ambitious

to put pressure on someone: to coerce, bully, intimidate, or harass someone

to attain: to reach, to achieve, to obtain, to gain, to accomplish

to display: to exhibit, to demonstrate

to apply especially to: to be particularly valid for or pertinent to

to elapse: to pass, to go by, to slip by

to be banned from: to be expelled, barred, or excluded from

to be confused with: to be mixed up with, to be mistaken for

to apply: to use, to exercise, to employ, to administer, to utilise

to be responsive to something: to be open or quick to respond to something

to take something seriously: to not take something frivolously or flippantly

to schedule an appointment: to set a date for a visit, to arrange a meeting

to experience: to go through, to encounter, to become familiar with

comparable to: like, similar to, akin to

buyer’s remorse: purchaser’s regret, sorrow, or contriteness

to be the way to go: to be the right, respectable, proper, or best thing to do

to feel hassled: to feel beleaguered, badgered, harassed, or under duress

to convey: to communicate, to express, to impart, to suggest, to get across

issues: questions, concerns, topics

transition to: change, changeover, or switch to

How to “sell” bad news well

key: important, crucial, vital

hardly any: barely any, scarcely any, almost no

not suffer from it: not be affected, afflicted, or troubled by it

lapse: slip, error, mistake, blunder

tardily: unpunctually, belatedly, slowly

surfacing: emerging, appearing,materialising, developing

to elongate: to make longer, to drawout, to extend, to stretch out

to beat about the bush: to play for time, to use delaying tactics, to drag one’s feet

gratuitously: needlessly, pointlessly, senselessly

wasted: used up, squandered, dissipated

to bad-mouth someone: to put someone down, to backbite or trash someone

the guilty party: the blameworthy or culpable persons

cowardly: gutlessly, spinelessly, weakly, lily-liveredly

to blame: to point the finger at, to accuse, to assign fault to, to condemn

to cover up: to conceal, to hide, to keep secret, to hush up, to keep dark

wrongdoing: professional misconduct, mistake, unprofessional behaviour

to come across as: to be perceived or understood as

to take into consideration: to bear in mind, to take into account, to be mindful or heedful of

to conceal: to hide, to keep the lid on, to screen, to cover up

to diminish: to take the edge off, to detract from, to belittle

to claim: to maintain, to argue, to assert, to declare, to profess, to allege

to offer compensation: to make amends, to put forward reparation or recompense

How to deal with a new contact person

turning point: crossroads, critical period, decisive point

trusted: familiar, close, trustworthy, reliable

to leave: to give up or quit one’s job at

to consider: to bear in mind, to take into account, to remember

prejudice: prejudgement, preconception, bias, predisposition

steady: regular, usual, customary, habitual

push, plug, or advertisement for a product or service

to collect, to get together, to accumulate

to have entirely gotten used or attuned to something

to congratulate someone: to compliment or offer good wishes to someone

fact-finding or investigative conversation

predetermined duration: fixed, prearranged, or preset period

How to keep customer relationships

to keep something alive: to keep something thriving, active, or blooming

to fizzle out: to peter out, to fade away, to come to an end, to disappear

to recharge: to refresh, to revitalise, to revive

to woo someone: to court, pursue, or seek to win someone

to neglect: to fail to look after, to be lax about, to pay little or no attention to

believing: thinking, supposing, being of the opinion, assuming

to be fine and dandy: to be all right, satisfactory, OK, or good

to be nurtured: to be attended to, cultivated, cared for, or looked after

to contemplate: to consider, to plan, to think about, to intend, to give thought to

to be suited for something: to be right, appropriate, or suitable for something

to function without a hitch: to run smoothly or trouble-free

to catch: to encounter, to come across, to come upon

independent of: regardless of, notwithstanding, irrespective of

How to react if customers are pressed for time

to be pressed for time: to be pressed for time: to be short of, have barely enough, or too little time

disadvantage: drawback, snag, downside, handicap, liability, obstacle

to judge: to assess, to evaluate, to perceive, to recognise, to comprehend

to seize: to grab, to take hold of, to take advantage of

to act: to proceed, to operate, to work

according to: in line with, in keeping with, following, in conformity with

to be in a hurry: to be rushed, to have little or no time

to be easily cajoled: to be talked into something with no trouble

to be annoyed: to be angry, frustrated, displeased, bothered, or exasperated

to be aware of the fact: to be conscious of or sensitive to the reality

to pay dearly for something: to be punished for or atone for something

to throw someone off: to take someone unawares or by surprise

to not beat about the bush: to get down to business immediately

to express: to state, to say, to voice

distinctly: precisely, plainly

to envision: to envisage, to picture

to make flimsy excuses: to make feeble, weak, poor, or thin pretences

outside supplier: subcontractor, component supplier

cold call: unannounced visit at a prospective customer’s company

to sound out: to investigate, to explore, to examine, to probe

in vain: futile, unsuccessful, unavailing

has determined: has found out, learned, experienced, or discovered

comparatively rare: relatively infrequent, few and far between, or uncommon

to foresee: to anticipate, to predict

to go haywire: to go wrong, to go out of control, to become disorganised

to postpone: to defer, to reschedule

major: bigger, greater

How to recognise buying signals

to recognise: to identify, to make out, to spot, to detect, to pinpoint

to fall through: to come to nothing, to fail to happen, to not come off, to fall flat

related to: connected with, linked to, associated with, affiliated with

brand: make, product, trade name, trademark, brand name

merely: only, simply, just, purely

to be very determined: to be enormously set, bent, or intent

to meet: to fulfil, to satisfy, to fill

obvious: clear, evident, noticeable, apparent, perceptible

mistake: blunder, inaccuracy, miscalculation, slip-up

to reconsider: to rethink, to go back over, to re-evaluate, to reassess, to have second thoughts about

doubts: a lack of confidence or faith, uneasiness, apprehension, misgivings

to assume: to take for granted, to presuppose, to believe, to imagine

award of contract: contract award process, placing of orders

to come away empty-handed: to miss out, to fail to benefit, to lose out

clue: sign, hint, evidence, indication, pointer

in favour of: for, pro, in support of, on the side of, giving backing to

to intently concern oneself with: to be very interested in or involved with

distinct: clear, unmistakeable, definite, recognisable, palpable, noticeable, plain

to gain: to get, to win, to secure, to obtain, to capture, to pick up, to procure

to go without saying: to be a given, to be a normal thing, to be completely natural

to draw one’s conclusions: to come to a deduction, assumption, presumption, or inference

to be evasive: to be hard to pin down, vague, equivocal, or indirect

to feel uneasy: to feel tense, ill at ease, anxious, apprehensive, uncomfortable, or edgy

to make a face: to grimace, to frown, to have a distorted expression, to scowl

grab it straightaway: seize the opportunity immediately, at once, right away, or without delay

to reckon: to be of the opinion, to believe, to suppose, to surmise, to deem

to be so dumbfounded: to be so flab-bergasted, astonished, astounded, taken aback, or stunned

to seem suspicious: to appear to be dubious, to give the impression of being

suspect to be a no-no for someone: to be a taboo, unmentionable, banned, or prohibited for someone

to restrain oneself: to hold back, keep back, contain, or hinder oneself

Identify and skilfully avoid embarrassments

skilfully: competently, expertly, cleverly, capably, efficiently

embarrassment: awkwardness, discomfort, distress, confusion, agitation

to spoil: to ruin, to mess up, to destroy

in the preliminary stage: in the introductory, beginning, or opening phase

pitfall: trap, stumbling block, hazard, peril, danger, difficulty

to reply: to respond, to answer back

clumsiness: awkwardness, ungainliness, ineptness, gaucheness

awkwardly: clumsily, inelegantly, gracelessly, amateurishly

to land off the mark: to be off base or wide of the mark

to put one’s foot in one’s mouth: to drop a brick, to drop a clanger, to put one’s foot in it

is depreciated: is devalued, downgraded, reduced, diminished, or minimised

stopgap: temporary substitute, fill-in, makeshift, last resort

inexpertly: clumsily, ineptly, tactlessly

to resort to: to fall back on, to turn to, to make use of, to bring into play

remarkable: extraordinary, exceptional, outstanding, noteworthy, phenomenal

upbeat fashion: optimistic, positive, confident, or cheerful way

to pick up the thread: to develop a thought further, to spin a thought out, to expand on an idea

lively: energetic, animated, enthusiastic, high-spirited, stimulating, exciting, active

to commence: to begin, to start, to get going

to facilitate: to help, to assist, to aid, to advance, to ease

appreciative: grateful, thankful, enthusiastic, supportive, encouraging

premise: idea, precondition, prerequisite

praise: applause, acclaim, approval, acclamation, commendation

vain: conceited, narcissistic, self-admiring, self-important, big-headed

to feel flattered: to feel complimented, pleased, grateful, fawned-upon, or thrilled

accomplishment: talent, skill, gift, achievement, performance, capability

to come out of one’s shell: to loosen up, to relax, to become responsive

ample: plenty of, more than enough, enough and to spare

gossip: rumours, idle talk, hearsay, smear campaign

to give in to: to succumb to, to give way to, to go along with

to gain: to obtain, to get, to acquire

to not be trustworthy: to not be reliable, dependable, or honourable

interposed questions: placed-between, interjected, or inserted queries

to steer: to navigate, to guide, to direct

to suffice: to meet the requirements, to be sufficient, to satisfy the demands

In-depth knowledge about sales territories

in-depth: thorough, detailed, comprehensive, extensive, profound

territory: area, section, route

if you want to last in business: if you desire to continue, carry on, remain, or keep on in commerce

at any given time: at all times, all the time, each time, every time

head of accounting: chief, director, manager, or person in charge of bookkeeping

to set up: to establish, to start, to institute, to bring into being, to initiate

reliable: dependable, trustworthy, wellfounded, credible, sound

without delay: quickly, fast, immediately, promptly, expeditiously

broken down into: separated, categorised, classified, or itemised into

the more confident: the more sure, positive, convinced, or secure

overview at the push of a button: overall view or general idea at a mouse click

to become apparent: to become clear, evident, obvious, discernible, or noticeable

elaborate: complicated, detailed, complex, painstaking, careful

planned/actual comparison: contrast of intended and confirmed data

still need to be developed: yet require to be tapped or opened up

to be wrested: to be wrung, taken away, or removed

to push through: to get through, to get accepted

Inspire and motivate customers

to be truly convinced of something: to be really positive, confident, certain, or sure about something

to appear credible: to seem believable, trustworthy, convincing, or sincere

purely: simply, just, solely, entirely, completely, totally, wholly

to consider: to think about, to give thought to, to ponder, to contemplate, to bear in mind

to tip the scales: to have a major influence on the outcome of a situation

to affirm: to confirm, to endorse, to support, to uphold

to treat oneself to something: to indulge, spoil, or pamper oneself

to deserve: to be worthy of, to be entitled to, to have the right to, to qualify for

to paint a clear picture of something: to delineate, define, describe, outline, or portray something

to possess: to be the owner of, to hold, to take into possession, to have, to enjoy

to utilise: to use, to put to use, to employ, to handle

to envision in one’s mind: to visualise, picture, or foresee in one’s thinking

to attest: to authenticate, to prove, to confirm, to certify, to ratify, to validate

in an instant: instantly, at once, in no time, directly, right away, promptly

due to: because of, by reason of, on account of

to own: to be the owner of, to have possession of, to possess, to have

key: crucial, vital, critical, decisive, important, influential, significant

sincere: genuine, true, honest, unfeigned, unaffected, wholehearted, heartfelt, serious, earnest

concerns: fear, apprehension, worry, unease, trepidation, disquiet

to share: to communicate, to let somebody in on, to reveal, to disclose, to impart

judgement: common sense, good sense, perception, wisdom, understanding

to emphasise: to accentuate, to call attention to, to highlight, to give prominence to, to stress

ownership: possession, control, command

valued: esteemed, highly regarded, respected, cherished, treasured

recognised: appreciated, honoured, applauded, endorsed

to be in need of explanation: to require additional, extra, more, or supplementary description

to issue: to hand out, to distribute, to give out, to release, to circulate

frequently: often, many times, repeatedly, over and over, continually, constantly, habitually

matching: appropriate, compatible, fitting, applicable, proper, suitable, consistent

to peruse something: to read something carefully or thoroughly, to study or scan something

exhibition: trade show, fair, or exposition

to submit: to present, to put forward, to propose, to set forth

Is the ABC-analysis still up-to-date?

appropriate: suitable, right, accurate, proper, fitting, apt

to rank: to position, to put in a specific order, to categorise, to classify

criterion: decisive factor, standard, measure, norm, benchmark, classic example

error: mistake, inaccuracy, miscalculation, flaw, fault, misconception

merely: only, just, purely, simply

to single out: to separate out, to set apart, to pick, to choose, to decide on

well-established: well-founded, well-grounded, well-substantiated

to arrive at: to come to, to reach, to attain, to make

compelling: conclusive, convincing, weighty, telling

contribution margin: profit contribution, variable gross profit, marginal income

credit worthiness: credit rating, credit status, financial standing

to detect: to discern, to make out, to spot, to distinguish, to identify

pertaining to: relating to, applying to, having a relevance to

according to: in the order of, in agreement with, in harmony with, in compliance with

tools: resources, instruments, aides

approach: method, procedure, technique, means, way

approval: satisfaction, contentment, endorsement

It pays to be loyal

to pay: to be worth one’s while or worth it

to give advice to, to counsel, to give an opinion to

subsequent: consecutive, successive, following, succeeding, later

recovery: growth, boom, boost, upturn

to decline: to drop, to decrease, to fall

to curtail: to limit, to reduce, to shorten

downside: disadvantage, harm, drawback, difficulty, snag, snare

to count on: to trust in, to believe in

dire times: bad, difficult, trying, tough, dismal, dreadful, or critical spell

to be bound to fail: to most likely go under, be unsuccessful, or fall short

core: foundation, basis, centre, marrow

capable: efficient, effective, competent

to stay true to someone: to remain loyal, faithful, or dedicated to someone

several: a number of, some, a few

to pass on: to convey, to communicate

similar: alike, comparable, related

to offer, to suggest

to confer: to have a consultation, to exchange views, to parley, to deliberate

inter-coordinated: aligned, balanced

grant: partial funding or allowance, stipend, subvention

activities, actions, steps

to contribute: to play a role, to be a factor, to play a part

promising: encouraging, hopeful

decisive: important, crucial, key, pivotal

to blossom: to flourish, to thrive, to grow

lasting, continuing, stable

commitment: attachment, allegiance

on the spur of the moment: at first go, right away, straight away

hurried, impulsive

to acknowledge: to recognise, to appreciate, to admit, to accept

to campaign: to work, to stand up, to fight, to champion

predicament: problem, challenge, trouble

Less is more – selective use of handouts

selective use: targeted, purposeful, discerning, or careful usage

as a matter of principle: basically, on principle

to adhere to: to stick to, to hold fast to, to comply with, to be faithful to, to follow

more than what one can endure, bear, or tolerate

to turn away from it all, to stop paying attention

to what degree, amount, level, or point

to make use of, to employ, to resort to, to take advantage of

to depend on: to be contingent upon, subject to, based upon, or influenced by

to comment on, to add notes to, to add footnotes to

crucial: decisive, pivotal, essential, vital, necessary, critical

Liven up your e-mails and letters

to put some life into, to put some spark into, to add some zest to, to give a boost to

persuasive: compelling, convincing, gripping, effective

to assume: to take up, to take on, to adopt, to come to have

sophisticated: complicated, complex

brief: short, to the point, concise, succinct, compact

long drawn-out: stretched out, dragged out, protracted, lengthy

paragraph: section, subdivision, segment

to highlight, to stress, to call attention to, to underline, to give prominence to

to cause, to generate, to bring about, to prompt

Long-term retention of age 50+ customers

long-term retention: lasting preservation, long-standing maintenance

to have a skill, talent, flair, or a special ability for something

generously spending: liberally splurging or consuming

customised: tailored, personalised, custommade, modified

sought-after: very popular, very much in demand

to expect a great deal: to make great demands, to be more demanding

to spend a lot of money

to be very diverse, different, or unlike

to be retired: to have given up work, to have stopped working, to be pensioned off

to cross the 50s threshold: to turn 50, to celebrate one’s 50th birthday

to surface, to develop, to crop up, to appear, to evolve

sales approach: selling strategy or tactic

separately from, unrelated to, detached from

distinction: difference, dissimilarity, division, contrast

situation, surroundings, setting, milieu

distinctly or markedly limited

to elucidate: to explain, to make clear, to clarify, to reveal

to cater precisely to: to meet, to fulfil, to comply with, to fit

creation: formation, making, establishment, construction

to contribute to: to be a factor in, to play a part in, to play a role in

crowd: group, set, circle, clique

pursued: chased, worked at, aimed at, engaged in

consciousness: mind, thoughts, awareness, memory, cognizance

to bind someone to, to make someone stay loyal to

to stay, to keep on being, to continue to be

to look upon, to view, to see

different, diverse, assorted, miscellaneous, choice of

leisure time: free time, spare time, time off

Make the customer a member of the team

to tie someone to something: to bind or commit someone to something

skilled: able, good, accomplished, competent, capable, experienced, proficient

to secure: to acquire, to obtain, to get, to come by, to get hold of

link: connection, relation, tie, bond

mediator: go-between, intermediary, facilitator, middleman

to see to it: to take care, to arrange, to organise, to be responsible

to pass on: to forward, to transmit, to send, to dispatch

machine or engine-building firm

to act as: to serve as, to fulfil the function of, to do the work of a

room for improvement: potential for development, possibilities for enhancement

investigation, fact-finding, or exploration institute

to contribute to: to play a part or role in, to collaborate on, to work on

tailor-made: custom-made, specially made, made to order, made to measure

current: present, existing, recent

to be suited alike: to be appropriate, right, or qualified in the same way

crucial: decisive, critical, determining, pivotal, important, essential

expectations: outlook, speculation, prospects, hopes

primarily: above all, mainly, for the most part, mostly, in the first place

esteemed: respected, admired, valued, honoured, revered, highly thought of

opinion-forming: point of view-shaping or determining

public figure: celebrity, celebrated public character, very important person

assessment: estimation, judgement, evaluation, appraisal

to figure out: to understand, to comprehend, to make out, to see, to reason

to rank among: to belong to the group of, to fit within the circle of

lead: tip, hint, pointer, information, clue, suggestion

doer: go-getter, achiever, organiser, active person

to implement: to put into practice, to apply, to realise, to put into effect

single-mindedly: determinedly, persistently, resolutely, tenaciously, steadfastly

Market-oriented variant management

variant: variation, modification, option, alternative

multifaceted: many-sided, versatile, manifold, all-round

selection: assortment, range, variety, choice, mixture

virtually: almost, nearly, practically, in effect, as good as, effectively, next to

border, limit, bounding line, constraint

to not be willing: to not be prepared, ready, keen, agreeable, or disposed

to illustrate: to exemplify, to demonstrate, to show

to quadruple: to multiply by four

storage: stockroom, storehouse, warehouse, depot

expenses for tied up capital: cost of the employed capital, associated costs

identical, equal, or matching components supervision

to become aware of: to consciously register, to realise, to open one’s eyes to

to correlate: to show a relationship, to draw a parallel, to equate, to associate

to which degree, amount, level, scope, or point

adheres to, conforms to, acquiesces with, assents to, meets the terms of

be neglected: be ignored, looked over, disregarded, forgotten, or avoided

united, connected, or combined analysis

reckoning: estimate, calculation scheme, weighing up

to consider, regard, classify, characterise, or designate as

decisive for success: important, crucial, influential, or key for victory

containment: control, restriction, regulation, limitation

to comprise, to represent, to create, to cause to be

cue: hint, signal, sign, intimation, indication

special request: particular wish, demand, desire, or pleading

to correct, to fine-tune, to change, to alter, to modify, to amend

to help oneself to: to take, to take possession of, to walk off with

implementation: pushing through, application, carrying out

Networking gets you to the decision maker

to attend to: to take care of, to look after, to give one’s attention to

without noticing: devoid of becoming aware, perceiving, detecting, or observing

to be divided into: to be split, separated, partitioned, or broken up into

by accident, coincidence, fortuity, or fate

division manager: head of a department, section, group, or branch

to take the necessary steps

directions: courses, routes, paths, avenues

to introduce one to: to present one to, to familiarise or acquaint one with

to enjoy doing something: to take pleasure in, get pleasure from, or like doing something

to be pleased to help one along: to be happy, delighted, or glad to assist one

mediator: middleman, liaison, go-between, intermediary, third party

principal: most important, chief, main, most influential, leading

environment: surroundings, situation, background, circumstances

to be responsible for: to be in charge of, accountable for, or liable for

impartial: unbiased, neutral, balanced, fair-minded, open-minded, objective

semi: half, partially, partly

New contacts can open up new opportunities

to be crucial: to be decisive, essential, high-priority, or necessary

at an early stage: promptly, without delay, early on, ahead of schedule

to be in for a surprise: to experience a bolt from the blue or a revelation

to notify, inform, or warn someone about something

to be engaged in: to be involved in, busy with, or engrossed with

replacement: successor, substitute, stand-in, fill-in, proxy

comfort: consolation, reassurance, relief, solace, help

to witness: to see, to observe, to watch

predecessor: precursor, forerunner

without delay: immediately, right away, at once, straight away, promptly

to happen to be fortunate: to turn out to be lucky or successful

previously described, abovementioned, forenamed, aforesaid

to get used to, to become familiar with, to get adapted to

surroundings: environment, setting, milieu, situation, environs

sufficient: adequate, enough, plenty, satisfactory

to endeavour on: to try one’s hand at, to do one’s best at, to make an effort at

to settle into one’s new job: to make oneself acquainted or familiarise oneself with one’s new work

revealing: informative, enlightening, useful, helpful, educational

the new guy: the newcomer, the beginner, the new arrival

to hold oneself back, to restrain oneself, to keep oneself in check, to control oneself

what their standing or relationship is with someone

to make an impact on, to amaze, to astonish, to stir, to influence

Only promise what you can keep

to promise: to guarantee, to assure, to pledge, to give one’s word to

it is bad enough: it is unfortunate, unfavourable, or distressing to begin with

to complain: to protest, to find fault, to object, to carp, to make a fuss

the aggravation that is coupled with it: the annoyance, irritation, or stress that is connected with it

to play it safe: to take no chances, to stay out of danger, to take no risk

faithfully: loyally, truly, realistically, dependably, reliably

to revert to something: to fall back on, resort to, or make use of something

will be carried out: will be done, completed, accomplished, implemented, or executed

pre-determined: fixed, set, pre-arranged, pre-agreed, pre-decided

extension: call-through, direct dial, direct access

further inquiries: additional, more, extra, new, or other questions

an agreed-upon: a decided, a settled, an arranged, an established, an approved

to concern: to affect, to relate to, to involve, to be about, to have to do with, to pertain to

to assure: to promise to, to declare to, to affirm to, to give one’s word to

instant: immediate, on-the-spot, direct, prompt, instantaneous

to become apparent: to become clear, evident, obvious, or plain

the actual state of affairs: how matters stand, what the current situation is

to extend: to expand, to lengthen, to increase in length, to continue

to contain: to hold, to include, to comprise, to involve, to incorporate

provisions: precautionary steps, measures, proceedings, or procedures

that need to be carried out without fail: that must be executed for certain, with certainty, or definitely

appropriate: proper, apt, suitable, correct

considerable: a great deal of, much, a lot of, a fair amount of

annoyance: irritation, frustration, exasperation, anger

to be well-suited for: to be good, right, or well-qualified for

I sympathise with you being annoyed: I feel badly for you being angered, frustrated, or exasperated

to be angry about something: to be annoyed, irritated, gnashing one’s teeth, or furious about something

to experience such a hassle: to go through, suffer, or encounter such difficulties

inconvenience: disruption, disturbance, trouble, worry, vexation

we sincerely apologise: we genuinely ask for forgiveness, we express our heartfelt regret

with great dismay: with utter consternation, with deep regret, with great concern

associate: colleague, fellow worker, co-worker

shipment: delivery, consignment, purveyance, load, batch

intently: closely, carefully, attentively, keenly

awfully troublesome: terribly upsetting, bothersome, annoying, irritating, or distressing

variation: version, alternative, variant, adaptation

to quote: to refer to, to cite, to give, to mention, to name

delay: late arrival, hold-up, wait, hindrance, obstruction

to arrange with someone to do something: to make preparations or plans for someone to do something

unfolding: developing, progressing, evolving

to verify: to make sure, to ensure, to confirm

Opening a new door to key accounts

profitable, lucrative, moneymaking, major, or important customer

to seek out: to try to find, to hunt for, to pursue, to be after

to judge: to estimate, to assess, to guess, to surmise, to guesstimate

prospects for: likelihood or possibility of, chances for

end result, outcome

to show, to uncover, to bring to light

incorrectly, wrongly, inaccurately, mistakenly, fallaciously

demanding: challenging, hard to please, insistent, taxing, difficult

low-maintenance: undemanding, easy to care for or get along with

undervalued, underestimated, not done justice to, rated too low

to revamp: to overhaul, to recondition, to fix up, to give a face-lift to

to be in line with: to be in accord, in step, in conformity, or in rapport with

can be attended to easily: can be taken care of, dealt with, or seen to without difficulty

has to be geared towards: has to be aimed or directed towards

to commit oneself to: to bind, dedicate,or obligate oneself to

if you do something in a hurry, you may regret it for a long time

points at issue, questions

questionnaire: opinion poll, survey

to read thoroughly or carefully, to examine, to scrutinise, to check

to become obvious: to come to be clear, noticeable, recognisable, or evident

most of all, especially, in particular, primarily, principally

start-up period, early stage, opening

spare time: leisure time, time off, free time

to capture: to win over, to secure, to gain, to catch, to grab hold of

to imagine, foresee, visualise, picture, see, or anticipate something

interpersonal relationships: human relations

Opinion polls enhance customer satisfaction

opinion poll: survey, review, sample, market research

to enhance: to improve, to increase, to add to, to augment, to boost

can be recognised: can be identified, made out, or spotted

either: both, each

main: major, chief, principal, most important

to cover: to include, to deal with, to contain, to comprise, to involve

to be conducted: to be carried out, performed, or done

to determine: to find out about, to clarify, to learn about

proceedings: measures, procedures, courses of action

repeat order: additional, extra, or recurring sale

occurrence: event, incident, circumstance, happening, proceeding

to show consideration for someone: to display thoughtfulness or respect for someone

to ensure: to make sure, to make certain, to warrant

to not be perceived as: to not be understood, identified, or regarded as

nuisance: irritation, annoyance, bother, inconvenience, pestering, harassment

courtesy: special treatment, thoughtfulness, attentiveness

to choose: to select, to pick, to decide on, to settle on, to designate

elaborate: complex, involved, extensive

trade fair: exhibition, exposition, show

permission: consent, authorisation, goahead, okay, agreement, say-so

return rate: feedback proportion, percentage, or ratio

to announce: to make known, to report, to disclose, to reveal

opportune: appropriate, favourable, apt, suitable, fitting

restless: uneasy, on edge, ill at ease, agitated

to keep something in check: to keep something within bounds, to not go overboard with something

to have one’s work cut out for oneself: to have a big task or undertaking ahead of oneself

contrary to: in opposition to, at variance with, counter to, not in accord with

to tend to be more apt: to have a propensity to be true, correct, on target, or exactly right

questionnaire: survey, opinion

from that angle: from that perspective, viewpoint, standpoint, or point of view

high-maintenance: demanding, challenging, taxing

first and foremost: above all, first of all, in the first place

to place emphasis on: to put importance, attention, weight, or accent on

smooth handling: efficient or well-organised processing

occasion: event, occurrence, circumstance

Paving the way for the sale

to pave the way for something: to prepare, clear the way, or make preparations for something

to be attuned to: to be adjusted, tailored, fitted, or assimilated to

customary, everyday, routine, or standard procedure

to warn or caution not to do something

present, present-day, existing, ongoing

to be pure luck: to be good fortune, a sheer blessing, or an utter stoke of luck

to be genuinely interested: to be truly or really intrigued

to not be conscious or in the know about something

booklet, brochure, pamphlet, flier

to render: to provide, to give, to deliver, to supply, to make available

to refer to: to mention, to bring up, to talk about, to speak of

to be maintained: to be kept up, continued, kept going, or carried on

aids: means, tools, resources

to be beneficial, helpful, useful, or of benefit

tailored to: modified to, adapted to, adjusted to, customised to

entire: whole, complete, full

previous: earlier, preceding, prior

first page of the written message

recipient: receiver, addressee

to mark, to tag, to label, to flag, to indicate

paragraph: section, part, item

to take something for granted, to surely expect something

to set oneself apart from, to single oneself out from

to increase: to add to, to boost, to augment, to enhance, to heighten

Pay attention doby language

attentively: carefully, alertly, conscientiously

mindset: state of mind, frame of mind, way of thinking

your counterpart: the person across from or facing you

behavioural pattern: mode of conduct

acute awareness: keen alertness, attentiveness, responsiveness, or consciousness

to squint: to narrow one’s eyes, to look askance

disapproval: displeasure, dislike, dissatisfaction, condemnation

annoyance: irritation, exasperation, frustration, aggravation

to be a giveaway: to be revealing, disclosing, divulging, or betraying

to question one’s assumption: to examine one’s theory, hypothesis, or guess

judging by your look: guessing, assessing, surmising, or guesstimating by your gaze

reasoning: way of thinking, interpretation, analysis, reckoning

to coax someone out of one’s shell: to draw someone out, to induce someone to talk, to put someone at ease

to disprove: to invalidate, to contradict, to negate, to refute, to challenge

to master the art of something: to become proficient, skilled, or adept in something

to a bare minimum: to the smallest, least, or lowest degree

to appear aloof: to seem remote, distant, unapproachable, or detached

to be at a loss: to be at one’s wits end, puzzled, perplexed, or bewildered

to assess: to evaluate, to judge, to determine, to appraise

to prompt: to induce, to encourage, to motivate, to impel, to provoke

a subtle distinction: a fine, fine-drawn, slight, minute, or tenuous difference

skilled: accomplished, experienced, trained, expert, practised

to discern: to distinguish, to recognise, to perceive, to detect, to observe

consciously adopted: deliberately, intentionally, wilfully, or knowingly assumed

to sweat the small stuff: to pay attention to details or fine points

gaze: look, stare, gape

to be perceived as trustworthy: to be professed, alleged, recognised, or understood as honest

the palm of one’s hand: the under part of the hand between the fingers and the wrist

possibly: perhaps, maybe, for all one knows

to overrate: to overestimate, to think too much of, to place too much emphasis on, to attach too much importance to

Play your trump cards right

lavish: elaborate, involved, highly structured, complex, extravagant

to progress: to develop, to advance, to proceed, to move forwards

desired: wanted, looked-for, required, wished for, needed

to be applied: to be used, utilised, put into practise, or brought into play

to convince: to persuade, to win over, to influence, to bring around

trickiest: most complicated, problematic, awkward, difficult, precarious

to not proceed according to plan: to not continue in line with the strategy

firm order of events: definite or fixed sequence on how to proceed

is quoted: is cited, given, or named

to have an impact on something: to influence or affect something, to have a bearing on something

entire: whole, complete, total

to put discussion of price on the backburner: to not talk about the costs right away

the weaker: the less effective or powerful

to impair: to damage, to harm, to spoil, to diminish, to mar

to build up tension: to create stress, nervousness, or apprehensiveness

ensuing: following, subsequent, resultant

to enjoy their effect to the fullest: to savour or relish their results thoroughly

to embellish: to embroider, to decorate, to adorn, to enhance, to enrich

vividly: graphically, clearly, lively, dramatically, stirringly

objective: point, goal, idea, purpose, intention, aim, object

to subdivide: to classify, to sort, to arrange, to order, to categorise

belly: instinctive, innate, gut

to assign: to allot, to apportion, to allocate, to distribute

conveniences: comfort, amenities

order of precedence: sequence or classification of priority

to consider: to think about, to contemplate, to weigh up, to take into account

to rouse: to stir up, to incite, to awaken, to provoke, to evoke

to respond to: to react or act in response to

desire: wish, want, inclination, fancy

to outshine: to outdo, to surpass, to put in the shade, to tower above

to have succeeded: to have been successful or victorious

in making something reach its peak: in causing something to arrive at or get to its highest point

to depend on: to hinge on, to be subject to or determined by

Pricing as a competitive factor

competitive: combative, competitionoriented, ready for action

yield: earnings, income, returns, profit, proceeds, revenue

to determine: to define, to establish, to fix, to constitute, to decide

to adjust: to adapt, to fine-tune, to align, to arrange, to orientate

accordingly: appropriately, correspondingly, properly, suitably

to apply: to use, to put to use, to employ, to utilise

to gather: to compile, to bring together, to round up, to put together

to not comply with: to not fulfil, follow, obey, conform to, or adhere to

to assess: to define, to determine, to establish, to consider

far too expensive: much too, by a great amount too, or markedly too costly

in the lead-up: prior, earlier, in advance

to desire: to want, to need, to fancy, to be bent on

to abstain from: to refrain from, to renounce, to do without, to forbear

to gain: to achieve, to arrive at, to pick up, to build up, to secure

to implement: to put into effect, to realise, to carry out, to execute

to not be a constant: to not be a steady factor, an absolute term, or an invariable

to sustain: to hold, to maintain, to uphold, to preserve

auxiliary: additional, supplementary, extra, secondary, supporting

indispensable: essential, necessary, high-priority, fundamental, key

to fear: to be afraid of, to worry about, to be anxious about, to be scared of

to adhere to: to stick to, to hold to, to fulfil, to be faithful to

to maintain: to uphold, to keep up, to preserve, to keep in existence

to preclude: to prevent, to prohibit, to make impossible, to rule out, to bar

comparison: contrast, differentiation, collation, judgement, evaluation

spare parts kit: extra, additional, or reserve set of components

are referred to: are directed, forwarded, sent, or transferred to

complementary: accompanying, supplementary

the more inclined: the more willing, ready, predisposed, prone, or liable

to have good taste: to have style, elegance, stylishness, or finesse

Profiting from refusals

refusal: negative response, rejection, non-acceptance, no, thumbs down, negation

to induce one: to provoke, prompt, inspire, or motivate one

to re-evaluate: to re-examine, to re-assess, to have another look at

to take into consideration: to take into account, to bear in mind, to remember

influential: powerful, important, high-ranking, leading

authority: expert, specialist, professional

to submit: to present, to put forward, to proffer, to hand in

to be aware of something: to be conscious of, informed of, or familiar with something

to draw up: to compose, to formulate, to write out, to put down on paper

to tailor to: to adapt, modify, or adjust to

to clearly come into play: to unmistakeably stand out, show up, or catch the eye

appropiate: right, proper, fitting, apt, opportune

isuue: question, subject, matter, topic

beforehand: earlier, in advance, ahead of time, already

doubts: misgivings, qualms, worries, uncertainties, fears, suspicions

concerns: apprehensions, trepidations, worries

removed: eliminated, taken away, done away with, eradicated

of one’s own accord: of one’s own free, will, voluntarily, freely

to not materialise: to not occur, happen, come about, or come to pass

to be worthwhile: to be sensible, advisable, worth the effort, or useful

to provide: to present, to offer, to yield, to impart

final: definitive, definite, absolute, irrevocable

committed: dedicated, loyal, devoted, very involved

in favour of: for, in support of, on behalf of, pro

to convince one to do otherwise: to persuade or influence one to reconsider

to make another attempt: to try again, to make a new effort

prerequisite: circumstance, situation, condition

effort: attempt, endeavour, try

similar: comparable, alike, much the same, related

to let one day pass by: to allow 24 hours to elapse or go by

to get over something: to think no more of or come around from something

to deal with something: to cope with, take care of, handle, or manage something

to regard: to consider, to think of, to deem, to look upon, to view

to come about: to happen, to occur, to crop up, to take place

challenge: test, trial

merely: just, only, simply, nothing more than

staying power: endurance, stamina, fortitude, patience

to not waver: to not falter, to not hesitate, to not become unsteady

to match: to fil into, to go with, to belong to

to turn out to be true: to happen to be correct, to end up being accurate

to press on: to continue to pursue, to broach the subject again, to push on

to avoid: to keep away from, to steer

line of business: area of trade, field of commerce

in depth: thoroughly, extensively, comprehensive, in detail

to employ: to work with, to use, to make use of, utilise

to make good sense: to be a good idea, practical, or useful

of that magnitude: of that scale, degree, or size

Prospecting on difficult terrain

to prospect: to look or search for new customers

on difficult terrain: under demanding circumstances, under tough conditions

tangible: touchable, palpable, tactile, visible

to choose: to decide on, to opt for, to go for, to select, to pick out

consolidated scientific findings: confirmed results relating to the principles of science

occupation: activity, work, profession, job, field, trade

health advisory service on environ-mentally compatible building materials: consultative facility on ecologically sound or non-polluting construction resources

relating to: applying to, having relevance to, concerning, pertaining to

hazardous: unsafe, perilous, harmful

pollution: contamination, smog, effluence, adulteration

prerequisite: requirement, qualification, necessity, precondition

issue: subject, matter, question, topic

lecture: talk, address, speech, discourse, lesson

to make something accessible to someone: to make something under-standable or comprehensible to someone

to be the most promising: to be the most favourable, to show the greatest potential

from rural areas: from the countryside, from agricultural regions

adult education centre: school or educational institution for grown-ups

host: organiser, one who furnishes facilities for a function or event

to attract attention: to create awareness, to draw interest or regard

editorial department: section of a publishing house where newspaper content is written up

to prompt someone to do something: to cause, induce, or encourage someone to do something

to place ads: to put notices or announcements in the newspaper

to get the subject across: to make one understand or become familiar with the topic

to provoke protest: to cause, bring about, trigger, or give rise to objection

harmful: unsafe, damaging, injurious, risky, dangerous, toxic, destructive

physical discomfort: bodily ache, pain, soreness, tenderness, or irritation

to prefer: to favour, to like better, to choose, to select

did the trick: were effective, took effect, were successful, useful, or helpful

addressed: spoke of, talked about, described, communicated

to measure: to determine the length, width, and height of

on average: normally, typically, usually

to not materialise: to not come into being, happen, occur, or come about

Raise awareness by asking the right questions

to raise awareness: to increase consciousness, to intensify alertness

to encounter rejection: to be faced with a negative response, a refusal, or a snub

to conduct: to do, to carry out, to perform, to handle

current: present, existing, present-day

to look into: to explore, to investigate, to research, to make inquires about

to be equipped with: to be fitted out, provided, furnished, or supplied with

to drift into triteness: to become banal, commonplace, hackneyed, trivial, or prosaic

beforehand: earlier, in advance, ahead of time, before now

to have something reconfirmed: to have something once again verified, substantiated, or validated

related: connected, associated, accompanying, linked, correlated

to probe deeper into something: to get closer to the core of something

breakdown: interruption, stopping, stoppage, failure, malfunctioning

to jump to: to immediately address, concentrate on, or take up

a walk on a tightrope: a high-wire act, a razor-edge affair

to paint a vivid picture of something: to make something crystal-clear

call for action: need or requirement to do something

to interlink: to interconnect, to cross-link

high risk of failure: strong chance for breakdown, stoppage, or non-function

psychological strain: mental stress, emotional suffering

implications: repercussions, effects, impact, outcome

to yearn for something: to desire, long for, crave, or hunger for something

to envision: to imagine, to envisage, to picture, to see in one’s mind’s eye, to foresee

to rid someone of something: to free, liberate, unburden, or relieve someone of something

worry: concern, anxiety, trouble, apprehension, care

are supposed to: are meant, intended, or expected to

attentively: carefully, alertly, conscientiously

Reactivating jeopardised customer relations

jeopardised: threatened, imperilled, vulnerable

to reinforce: to strengthen, to fortify, to give a boost to, to bolster

point of intersection: meeting or crossing point, juncture, node

lack of: absence, deprivation, or shortage of

immediacy: nearness, closeness, propinquity

credibility: trustworthiness, reliability, integrity, authority, standing

appears to be muddled: seems to be messed up, tangled, or in shambles

frictionless: smooth, unobstructed, trouble-free

are supposed to connect: should link up with one another

pivotal point: central point, focal point

a bird can never fly with one wing: you cannot stand while having only one foot on the ground

in accord with: in concurrence, agreement, or accordance with

of endeavouring towards: of striving for, of trying one’s hand at, of attempting, of making an effort for

backing: support, help, assistance, encouragement, cooperation

the purest of intentions: honourable, upright, or decent objectives

to commence: to begin, to start

phrase-mongering: hot air, waffling, flannelling, gobbledygook

the heartfelt notion: the sincere, genuine, profound, or deep belief

that he actually does take centre stage: that he is really the focus of attention or interest

to ensue: to develop, to follow, to occur, to happen, to turn up, to transpire

advancement: progress, improvement, development, furtherance

imperatively: coercively, stringently, strictly, rigorously

to bemoan: to complain, moan, or grumble about

to amend: to make changes to, to alter, to make corrections to, to modify

fortification of trust: strengthening or reinforcement of confidence

to endure: to weather, to withstand, to stick out, to get through

Ready to close the sale?

to reveal: to impart, to communicate, to disclose, to divulge

provided: as long as, on the condition that, on the assumption that

to be prone to breaking down: to be likely, disposed, or predisposed to stop working

to utter: to say, to speak, to express, to voice, to state

a revelation: an eye-opener, a realisation

to make up one’s mind to do something: to come to a decision or reach a conclusion to do something

to determine: to find out, to discover, to learn, to establish, to ascertain

to become aware of something: to know, to be informed of or in the know about something

they knew from experience: they had learned or realised from previous incidents

considerably: significantly, very much, a great deal, substantially

to be overly zealous: to be too hasty, eager, keen, intense, or forceful

to provoke: to evoke, to cause, to give rise to, to elicit, to induce

to entertain considerable doubt: to harbour scepticism, uneasiness, apprehension, or distrust

appropriate: suitable, proper, right, apt, pertinent, opportune

to inundate: to overwhelm, to swamp, to overburden, to bog down

to convince: to persuade, to prevail upon, to sway, to coerce

to come to an interesting conclusion: to learn of a compelling result or outcome

to take one’s time: to proceed slowly, unhurriedly, or deliberately

resolved: answered, sorted out, cleared up

it has not failed us yet: it has not let us down or disappointed us so far

state-of-the-art: up to date, modern, advanced

cartridge: cassette, container

to run into a lot of money: to be quite expensive or costly

office supply costs: expenses for place of work resources

to broach: to bring up, to introduce, to raise, to mention, to open

printed impression: print image, printed design

to steer: to guide, to manoeuvre, to lead, to directassociate: assistant, staff member

to carry out: to fulfil, to complete, to execute, to finish

to substitute for: to replace with, to exchange for, to use instead of, to switch with

exclusively: solely, only

aggravating: frustrating, irritating, annoying, getting on one’s nerves

Recognising conflict

to recognise: to identify, to make out, to spot, to put the finger on

recurring: frequent, constant, repeated

friction: hostility, tension, conflict, quarrelling, arguing, bickering

resentment: hard feelings, bitterness, irritation, animosity

to determine: to find out, to ascertain, to establish, to identify

repeatedly: frequently, time after time, again and again

to feel angry toward: to feel annoyed, irritated or infuriated toward

to keep someone on tenterhooks intentionally: to keep someone hanging on purpose

to take someone to task: to confront, give a talking-to, rebuke, or reprimand someone

to be completely flabbergasted: to be totally stunned or shocked, to be left speechless

to treat: to act or behave towards

quarrel: dispute, disagreement, clash, squabble, feud

to admit: to confess, to acknowledge, to reveal, to disclose, to divulge

ultimately: in the end, eventually, finally

to proceed: to go on, to carry on, to continue

to accelerate: to step up, to speed up, to quicken, to expedite

to commit: to promise, to vow, to give one’s word, to pledge

calmly: quietly, softly, gently

matter-of-factly: factually, straightfor-wardly

to bother: to trouble, to upset, to concern, to distress, to perturb

to adhere to: to stick to, to abide by, to comply with, to follow

to function without a hitch: to go off smoothly, easily, or effortlessly

cheerfully: happily, joyfully, optimistically

to bring in line: to accommodate, to harmonise

to call it a day: to finish or knock off work

to resolve the issue: to work out or sort out the problem

flexible work time: adaptable working hours, flexitime

ahead: forward, to the front

desired: wanted, needed, required, looked for

to take into consideration: to take into account, to pay regard or heed to

varied: diverse, wide-ranging, miscellaneous, different

of all concerned: of everyone involved or implicated

Remain friendly regardless

regardless: anyway, in any case, nevertheless, nonetheless, despite everything, no matter what

blows below the belt: let-downs, setbacks, failures

to throw in the towel: to resign, to quit, to give up, to walk away, to capitulate

perseverance: persistence, determination, resoluteness, insistence, tenacity

to accompany: to go along with, to go together with, to escort

to impress upon someone: to emphasise to, instil in, or bring home to someone

to play out: to develop, to proceed, to progress, to advance, to ensue

to adapt to: to become accustomed to, to get a feel for, to get used to

to fret about something: to worry about, make a fuss over, or feel peeved about something

idiosyncrasy: peculiarity, individual trait, habit

quirk: foible, oddity, hang-up, eccentricity

to fall through: to come to nothing, to go awry, to fizzle out

failure: defeat, fiasco, blunder, shortfall, flop, loss

to keep one’s composure: to keep a stiff upper lip, one’s poise, or one’s selfpossession

exterior: outward, outer, external

pleasantly: in a friendly way, politely, agreeably, in a charming way, amiably

to get one’s way: to prevail, to come out on top, to get others to agre

Remaining unfazed in the hour of truth

to remain unfazed: to stay unflappable, to be in complete control

negotiation: bargaining, discussion

are regarded as: are thought of, viewed, or looked upon as

to have to be quoted: to have to be mentioned, cited, or given

behaviour: actions, manners, ways

to be fully justified by: to be completely acceptable or reasonable because of

to force down: to apply pressure to reduce, lower, or cut

to totter: to be unstable or unsteady

preconceived: predetermined, prearranged, predecided

to dismantle something: to demolish or destroy something

well-meaning: kind, benevolent, caring

as a given: as a matter-of-factness, as a matter-of-course

to tense up: to feel under pressure, nervous, keyed-up, or strained

to exude: to emanate, to display, to radiate, to ooze, to emit

to convey: to communicate, to suggest, to get across, to express

calmness: serenity, tranquillity, quietness

to be naturally imbedded in something: to be an normal part or element of something

mumbling: muttering, murmuring

emphasising: underlining, underscoring, accentuating

to revise: to reconsider, to review

to be completely rounded: to flow naturally and without interruption

to surround: to encircle, to enfold, to ring, to gird

to feature: to include, to have

combination lock: security device, safety feature

to imply: to signify, to mean, to indicate

to scare: to alarm, to make nervous, to intimidate, to shock

revaluated: upgraded, more important

elbow room: leeway, room for manoeuvre

to take apart: to disassemble, to take to pieces, to take to bits

Rules for good teamwork

recipe: formula, method, procedure

collaboration: teamwork, partnership, group effort, alliance, cooperation

prejudice: bias, narrow-mindedness, discrimination, intolerance, unfairness

lack of: absence of, need of, deficiency in, shortage of, insufficiency in

to depend on someone: to rely on, count on, or bank on someone

to put the screws to someone: to apply pressure or leverage on someone

achievement: accomplishment, capability, performance, activity

to maintain: to cultivate, to foster, to support, to encourage, to promote

pertaining to: affecting, concerning, regarding, relating to, applying to

to adhere to: to stick to, to cling to, to comply with, to hold on to, to observe

grace period: timeframe in which protection is granted, temporary immunity

elaborate: detailed, involved, complex

exception to the rule: exemption from the usual proceedings, exceptional case

knowledge for the sake of control: information withheld by superiors

at the expense of: on account of, at the cost of, at the sacrifice of

to confer obligingly: to discuss engagingly or bindingly

assertive: self-assured, self-confident, forward, firm, bold

demeanour: behaviour, conduct, air

to distract: to divert, to turn away, to avert, to sidetrack

nonchalantly: imperturbably, collected, indifferent, casual, insouciant, laid-back

concession: yielding, surrender, adjustment, modification, compromise

to invoke: to bring into play, to quote, to cite, to use, to bring up, to state

to divert from something: to turn away or move away from something

skills: competences, capabilities, abilities

task: assignment, challenge, job

beneficial: conducive, agreeable, helpful

to prevent: to put a stop to, to inhibit

to assert something: to maintain, support, or defend something

supposedly: allegedly, reputedly, theoretically

Selling across borders

across borders: in foreign, far-off, or distant countries, overseas

to attune to: to adjust to, to adapt to, to familiarise oneself with

mindset: way of thinking, attitude, mentality, frame of mind

grave: vital, crucial, critical, serious, significant

to display extra caution: to show evidence of added carefulness, attention, heed, watchfulness, or concern

to stem from something: to arise from, originate from, be rooted in, or derive from something

with regard to: concerning, about, on the subject or matter of, as regards

to be more sensible: to be more judicious, sagacious, prudent, perceptive, or farsighted

to be a native of: to be a citizen or national of

from the vicinity of: from the surrounding area, neighbourhood, locality, or district of

to preferentially assign: to make a point of allocating, allotting, giving, or apportioning

to hail from: to come from, to be a native of, to be born in, to have one’s roots in

entrepreneur: businessman, business owner, enterpriser

to tap: to draw on, to use, to make use of, to utilise, to put to use

to appoint: to designate, to nominate, to select, to choose, to settle on, to decide on

principal agent: chief or general representative

to weave: to create, to put together, to contrive, to make up, to fabricate

reciprocal: mutual, give-and-take, joint, shared, equal, corresponding

to gain traction on:to establish oneself on, to gain access to the market on, to break into the market on

was commissioned: was authorised, empowered, or accredited

sales-boosting: sales-increasing, improving, amplifying, enlarging, expanding, or advancing

franchisee: one who is given a warrant, charter, or license

a seasoned pro: an experienced, a wellversed, an established, or a practised specialist

respective: particular, specific, individual

to be in touch with something: to be familiar with, no stranger to, or accustomed to something

Selling products and services simultaneously

matching: corresponding, complementing, equivalent, parallel, analogous

to have come up with: to have created, thought up, originated, or conceived

deep-frying: cooking

to dispose of something: to get rid of or discard something, to clear something out

used-up: not being able to make use of again, old

to enable: to make it possible for, to allow, to permit

to put someone in their place: to humble someone, to take someone down a peg or two

to have to grapple with something: to have to struggle with, come to grips with, or deal with something

stinginess is cool: thriftiness is in, parsimony is great

indolence: inactivity, laziness, sluggishness, idleness

copy-cat: imitator, copier

to open up: to develop, to build up

to compare notes: to exchange, share, or pass on information, to swap opinions

to take advantage of something: to make the most of, make use of, or cash in on something

referral: reference, recommendation, good word, testimonial

to approach: to speak to, to talk to, to make contact with, to get in touch with

it was a done deal: everything was accepted, settled, given a positive response, or agreed to

to bear fruit: to show results, to pay off, to be successful, to produce results

to bless: to provide, to bestow, to endow

line of goods: range or assortment of goods, product line, line of merchandise

accessories: attachments, fixtures, addons, extras

old hand: veteran, expert, old-timer, master

to not be able to pull the wool over someone’s eyes: to not be able to fool, trick, deceive, or dupe someone

to become obvious: to become clear, apparent, evident, or noticeable

reusable: returnable, multi-use

to tempt: to allure, to attract, to entice, to persuade, to lure

Selling successfuly as a team

lone fighter: solary, companionless, unaccompanied, or single combatant

elaborate: complex, detailed, involved, painstaking, complicated

to be common practise: to be everyday, routine, or standard procedure

to serve as an extension of something: to function or act as an addition or adjunct to something

to detect: to notice, to identify, to recognise, to distinguish, to become aware of

to accompany: to go together with, to go along with, to come with

to set a precedent: to become the standard or guide

annual appraisals: yearly assessments, evaluations, reviews, negotiations, or talks

conjoint: shared, combined, concerted

to pocket: to rake in, to gather in, to earn, to pull in, to accumulate

multifaceted: varied, manifold, diverse

to assemble: to bring together, to put together, to round up, to collect

are merging as: are coming together, joining together, joining forces, or uniting as

are solicited: are asked for, requested, applied for, or sought

Set goals and priorities

buffer times: leewa, elbowroom, latitude. room to move, breathing space

straight: non-stop, without interruption or break

to demand: to require, to need, to necessitate, to want, to call for, to cry out for

to not be completely done in: to not be utterly exahusted, worn out, tired out, beat, or fatigued

to climb the social ladder: to get ahead, to get somewhere, to rise in the world

to unburden: to relieve, to soothe, to ease, to alleviate, to mitigate, to assuage

can be marked of: can be finished, completed, done, concluded, accomplished, or fulfilled

Small talk – about something other than the weather

is flogged to death: is used way too much or too often

topics: subjects, themes, things to talk about

to serve as: to act as, to function as, to do duty as, to do the work of

stopgap: temporary solution or substitute, makeshift, fill-in, last resort

to quote: to cite, to refer to, to mention, to make reference to

pleasant: friendly, nice, enjoyable, pleasurable, pleasing

ensuing: following, subsequent, resulting, succeeding, later

to join in: to participate in, to take part in, to contribute to, to partake in

to exclude: to leave out, to keep out, to bar, to shut out

may be doomed: could be disaster-prone, ill-fated, or ruined

to feel very strongly about something: to get quite emotional, passionate, or fanatical over something

matters: affairs, issues, situations, circumstances, occurrences

choice: option, alternative, possibility, solution, answer, way out, pick

easy-going: relaxed, laid-back, informal, casual

to demand: to require, to call for, to necessitate, to involve, to need

surroundings: environs, background, setting, backdrop

extension to the building: addition, add-on, supplement, or augmentation to the structure

to always move on the surface: to never go deep, to not be full of meaning

actual: real, concrete, factual, authentic, genuine

there is no clear-cut dividing line: the boundaries are undefined, vague, or non-specific

transition: change, changeover, switch, shift, conversion

to make a cut: to bring to an end, halt, stop, or discontinue (the small talk)

to get into: to start with, to get going with, to commence with, to instigate, to bring about

Special Report: How to recapture lost customers

to recapture: to bring back, to win back, to regain, to recover, to reclaim

to devote: to assign, to allot, to set aside, to offer, to dedicate

retention measures: preservation or maintenance actions

to have failed: to have been unsuccessful, fallen through, or not succeeded

to terminate: to end, to stop

to leave tacitly: to go away quietly, to depart without saying a word

to arise from this: to appear, surface, evolve, or emerge from this

objective: goal, intention, purpose

to ward off: to repel, to repulse, to keep at bay, to fight off, to fend off

to withdraw something: to take something back, to retract something

to resume: to start again, to recommence, to restart, to take up again

to discontinue: to stop, to come to a halt, to be terminated or broken off

to fizzle out: to peter out, to fold, to flop, to fall through

to be crucial: to be critical, essential, important, or key

the second time around: at the next try or attempt

implementation: execution, carrying out, enforcement

pretext: excuse, alleged reason, pretence, cover

to disclose: to reveal, to make known, to divulge, to impart

pain: hurting, suffering, unhappiness

to be convenient: to be opportune, useful, or favourable

to evade: to avoid, to dodge, to shake off, to sidestep

expectations: outlook, viewpoint

strengths and weaknesses: good and bad points, positive and negative sides

cancellation notice: letter of annulment, termination, or cessation

complaint: criticism, grievance, statement of dissatisfaction

to conduct: to carry out, to do

survey: opinion poll, review, analysis

permission: consent, authorisation, goahead, agreement, okay

to throw someone a curve: to take someone unawares, to throw someone off their guard

ensured: made sure, made certain, guaranteed, warranted

processed: sorted out, handled, managed, dealt with

to be in charge of something: to be responsible or accountable for something

obvious: clear, palpable, noticeable, visible, discernible, recognisable

measurable: assessable, estimable, appraisable, fathomable

lacking adherence to delivery dates: failing to distribute merchandise on time or punctually

deteriorating: worsening, declining, going downhill, weakening

breach of agreements: breaking, violating, or contravention of contracts

error in invoicing: mistake, inaccuracy, or miscalculation in billing

to be intangible: to be impalpable or untouchable

connected with: linked to, associated with, related to

impolite: rude, illmannered, bad-mannered, discourteous, ungracious

responsiveness: receptiveness, sensitivity, openness, reaction

discord: friction, disagreement, difference of opinion, dissension, conflict

to approach: to speak to, to talk to, to get in touch with, to make contact with

is available: is to be had, is on hand, is obtainable, is existing

preparatory work: preliminary, introductory, or basic effort

tool: instrument, resource, vehicle, catalyst, channel

to rate: to regard, to esteem, to value

Speeding up decision-making processes

to speed up: to accelerate, to hurry up

to feed someone’s hopes: to make empty promises to someone

meaningless: valueless, empty, futile

to not let oneself be put off: to not let oneself be turned away or brushed off

to let oneself in for something: to get involved or caught up in something

to crop up: to happen, to occur, to come to pass, to arise

to approach: to make advances to, to proposition, to solicit

to get the bid: to win the contract

to be virtually ubiquitous: to be practically ever-present or omnipresent

misconceived: imagined, misinterpreted, misunderstood

to restrain oneself: to hold oneself back, to keep oneself in check

to come across as pushy: to be perceived as aggressive or forceful

to abide by: to follow, to keep to

nevertheless: all the same, just the same, in any event, nonetheless

to concern oneself with something: to busy oneself with or devote one’s time to something

to stick to one’s guns: to remain firm, resolute, determined, or unwavering

to assure: to give one’s word to

to feel more obligated: to feel more compelled, obliged, or duty-bound

to go into something: to tackle, deal with, or apply oneself to something

to take a new run at it: to try again, to have another go at it

deadline: time limit, cut-off-date, target

doubts: misgivings, qualms, uncertainties, uneasiness, apprehension

the full extent: the complete scale, degree, or magnitude

to seek advice from: to consult with

notorious: legendary, famous, renowned

to drag out: to protract, to draw out

to hang on: to hold out, to stay close

way out: possibility for escape

Successful together for the long haul

for the long haul: long-term, for a long time

to be at risk: to be in danger, in peril, or in jeopardy

to perceive: to recognise, to identify, to distinguish, to detect

gradual changes: slow but sure, step-by-step, or degree-by-degree transformations

to tap: to exhaust, to exploit, to make use of, to draw on, to put to use

to have opened up all possibilities: to have taken advantage of or utilised all options

in particular: especially, particularly, specifically

mode of collaboration: way, style, manner, or method of working together

sensitive: delicate, easily damaged, vulnerable

fragile: easily broken, insubstantial, breakable, fine

entity: thing, creation

notion: idea, view, conception, perception, thought, belief, impression

to prevail: to be in existence, prevalent, or current

aside from: in addition to, on top of, besides

beyond: outside the reach or limitations of, surpassing

shared: joint, multiparty, combined, common, collective, concerted

chain of processes: sequence of procedures, series of developments

to associate as peers: to mix, keep company, or deal with each other as equals

assumption: supposition, premise, belief, conjecture

to voice: to put in words, to express, to give utterance to, to articulate, to communicate

current: present, existing, ongoing, recent

desire: wish, inclination, eagerness, want, preference

Successfully dealing with buying conflicts

to recognise: to identify, to make out, to spot, to distinguish

to guide someone through something: to direct, steer, or lead someone through something

psychological strain: nervous tension, stress, anxiety, mental pressure

to long for something: to yearn for, crave, desire, or wish for something

tension: worry, nervousness, apprehension, agitation

prerequisite: precondition, requisite, necessity, essential, qualification

present: current, existing, present-day, contemporary

to perceive: to sense, to feel, to understand, to realise, to recognise

unsatisfactory: unacceptable, substandard, not up to scratch, poor

outdated: obsolete, out of date, antiquated, superseded, old-fashioned

state-of-the-art: high-tech, up to date, modern

largely: mainly, mostly, essentially, by and large, for the most part, basically

to assume: to take for granted, to presume, to suppose, to presuppose

to obtain: to get, to attain, to acquire, to pick up, to get hold of

to constitute: to amount to, to represent, to signify, to be regarded as, to be equivalent to

to exceed: to go beyond, to surpass, to beat, to top, to outdo

to be tailored to: to be modified, customised, adapted, or adjusted to

to suffer: to experience, to undergo, to go through, to endure

to be convinced of something: to be positive, sure, or confident about something

introductory: initial, starting, preliminary

urgency: importance, necessity, top priority, exigency, imperativeness

to be suitable: to be appropriate, fitting, apt, or right

to be called to account for something: to be requested to give reasons or show grounds for something

to vindicate oneself: to justify or defend oneself

to trigger: to cause, to generate, to prompt, to elicit, to bring about

to emerge: to materialise, to appear, to surface, to transpire, to occur

Supervise yourself properly

to supervise: to manage, to direct, to control, to take charge of

fast-paced: hurried, hasty, fleet-footed, accelerated, brisk

touchstone: criterion, yardstick, benchmark, acid test, standard

to set one’s sights on: to aim at, to aspire to, to strive toward, to work toward

superior objectives: higher goals, ambitions, intentions, targets, or ideas

to pool: to combine, to bundle, to merge, to group

forces: strengths, powers, strong points, assets, plus points

what is at your disposal: what you already have available or on hand

deficiency: weakness, imperfection, insufficiency, flaw, shortcoming, weak point

to mainly affect: to mostly have an effect on, influence, or have an impact on

to lastingly secure: to continually ensure, assure, guarantee, or underwrite

to facilitate: to smooth the path of, to make possible, to make easier, to make smoother

set of tools: instruments

to comprise: to make up, to form, to constitute, to compose

core: centre, central part, heart, essence, quintessence, nitty-gritty

SUV heats up business with new customers

to heat up: to boost, to increase, to expand, to develop, to amplify

prospective customer: potential, future, likely, or soon-to-be client

dealer: trader, wholesaler

the epitome of: the essence, quintessence, embodiment, or archetype of

introduction: launch, presentation, promotion

all-terrain: cross-country

to enter unknown territory: to go Into an unfamiliar or unexplored area

in regard to: on the subject of, as to, concerning, on the matter of

to hardly differ: to barely be different or dissimilar

owner: possessor, holder, keeper

it could be assumed: it could be taken for granted, presupposed, presumed, or believed

to replace: to take the place of, to supersede, to succeed, to come after

to adress: to reach, to contact, to get in touch with, to get a message to

appealing: likeable, pleasing, interesting, engaging

to refrain from: to do without, to hold back, to forgo, to avoid

continually: repeatedly, frequently, regularly, constantly

to comprise: to include, to consist of, to contain, to be composed of

measures: course of action, steps, proceedings

to inspect: to take a close look at, to examine, to check out

retention: preservation, maintenance, loyalty

blocked off: closed off, cordoned off, barricaded, fenced off

tailored to: customised for, designed for, adapted to, modified for

membership: participation, involvement

registered association: registered as recorded club, society, organisation, or group

largely: for the most part, basically, to a large extent, to a great degree

tremendous: great, enormous, immense

to prove to be: to turn out to be, to end up being, to emerge as, to become

to set up: to establish, to produce, to achieve, to pull off

fiscal: business, financial, economic

Take the “so what” test

so what: who cares, what difference does it make

to quote: to refer to, to mention, to name, to cite, to make reference to

to withdraw: to remove, to eliminate, to do away with, to get rid of

The “Magic Six” for good custumner rapport

rapport: understanding, affinity, harmony

the really self-evident things: the things that go without saying, the most natural things

to give one that edge: to provide one with the advantage or upper hand

to appeal to someone: to go down well with someone, to attract someone

cannot be maintained: cannot be upheld, kept up, or preserved

dependability: reliability, loyalty, steadiness, steadfastness, constancy

promptness: speediness, rapidity, swiftness, quickness

accessibility: attainability, availability

The best way to follow up on your customer calls

call: visit, appointment

utmost: greatest, highest, maximum

is to be executed: is to be carried out, accomplished, or achieved

according to: in keeping with, in accordance with, in agreement with

to cut down: to reduce, to decrease

to greatly amplify: to significantly increase, augment, boost, or magnify

revenue: income, return, yield

full to the brim: filled up, full to capacity

similar issues: much the same problems, concerns, or difficulties

to be obligated: to be required, compelled, obliged, or duty-bound

binding guidelines: compulsory, obligatory, or requisite rules

the most notable: the most noteworthy, important, or significant

to complete: to finish off, to make perfect, to add the finishing or final touch to

to determine: to settle on, to fix, to decide, to agree on, to establish

to embark on: to set out on, to tackle, to enter on, to take up, to engage in

something is abandoned: something is stopped, given up, or dispensed with

to put on the back burner: to put on ice, to postpone, to defer, to put off

to provide: to give, to offer, to present

compelling: convincing, powerful

to enter into: to record in, to put in, to write in, to document in

to be in charge of something: to be in command of, in control of, or responsible for something

ascertained: ensured, made sure

fashion: way, manner, mode, method

vital: very important, critical, imperative

to be readily available: to be promptly, quickly, or at once accessible

involved: associated, participating

The customer as ideas provider

provider: supplier, source, contributor, bringer, giver

suggestion for improvement: proposal, proposition, or plan for betterment

to strengthen: to make stronger, to give strength to, to fortify, to give a boost to

sample: example, model, representative type

to be faced with a challenge: to be confronted with a difficult task

to not be content: to not be satisfied, pleased, or comfortable

polite: diplomatic, polished, tactful, subtle, suave

to bother: to worry, to trouble, to concern, to distress

to become annoyed: to become angry, irritated, exasperated, or upset

to not need to bother: to not need to concern oneself, to not take the time or effort

to pass on: to convey, to forward, to impart, to communicate

clue: information, sign, hint, evidence, pointer

aforementioned: previously described, forenamed, abovementioned

to prefer: to favour, to choose, to select, to pick

to pass the time: to while away, occupy, or spend the hours

The magic word is calue

to mention: to talk about, to point out, to state, to bring up, to refer to

to keep in mind: to remember, to not forget, to take into consideration

perceived: sensed, felt

to make one aware of something: to make one conscious of or open one’s eyes to something

varied: diverse, assorted, miscellaneous, diversified

appropriate: right, correct, proper, apt

vital: very important, essential, imperative, crucial, central

consist of: involve, be made up of, include, embody, incorporate

to be able to afford something: to have the funds for, manage to pay for, or find the money for something

to reward oneself for something: to give oneself a present for something

recognition: acknowledgement, appreciation, applause

to take a liking to something: to take pleasure in or enjoy something

to express: to demonstrate, to communicate, to exhibit, to indicate

instance: case, example, case in point

gain: benefit, advantage, reward, profit

self-esteem: self-worth, sense of worth, pride in oneself, faith in oneself

substantiated by: supported, validated, verified, proven, or backed up by

slight: small, minor, little

resale value: worth of something being sold again

durable consumer goods: long-lasting, hard-wearing, or strong end-user commodities

preservation of value: maintenance, continuation, upholding, keeping of worth

low tendency to break down: slight inclination or propensity to stop working

wear and tear: signs of use, friction, deterioration, damage, or erosion

rare: unusual, uncommon, out of the ordinary, exceptional

collector’s value: saver’s or accumulator’s worth

to fetch: to sell for, to go for, to bring in, to yield

refurbishing: renovating, restoring, revamping, overhauling, making over

may be created by: may be produced or generated by, may be a result of

to constitute: to represent, to amount to, to add up to, to signify

storage costs: warehouse or stockroom expenses

to induce someone to do something: to cause, get, or prompt someone to do something

in favour of: for, pro, in support of, on behalf of

to bother: to disturb, to worry, to concern, to perturb, to trouble, to disconcert

rather than with: instead with, more readily than with

worst case scenario: most terrible, awful, or unpleasant future situation

trustworthy: dependable, reliable

to appear: to seem, to give the impression of being

merely: just, only, simply

to accentuate: to emphasise, to highlight, to underline, to stress

for a surcharge: for an additional price, for extra cost

outstanding: exceptional, terrific, excellent, great

you deserve it: you earn it, you have a right to have it

to count: to matter, to be of consequence, to be of account, to make a difference

justification: good reason, explanation, rationalisation

to flatter: to butter up, to soft-soap, to play up to

to accomplish: to achieve, to succeed in, to get done, to pull off

you are entitled to it: you are worthy of or qualified for it

The sales representative as market researcher?

foremost: leading, principal, top, primary, most important, chief, prime

that need to be taken into account: that must be taken into consideration or kept in mind

prospects: potential, possibilities, promise, expectations

current: present, existing, recent, present-day

pertaining to: relating to, concerning, being relevant to

interfering: bothersome, annoying, irritating, disruptive

The salesperson makes the difference

to make the difference: to decide the issue, to clinch matters

commercial vehicle: utility van, bus, or lorry

spare part: replacement element, substitute component

contributing to: being instrumental or having a hand in achieving

advanced training: further schooling

assertive: forceful, aggressive, dynamic

conducted by: organised or managed by

to be custom-tailored to: to be designed for, adapted to, or custom-made for

branch: local office, division, area office

under the direction of: headed, led, run, or managed by

to be very much in tune with something: to be in accord, harmony, or concurrence with something

particularities: individual characteristics, features, or attributes

to turn special attention to: to direct particular awareness toward

to encourage: to persuade, to convince, to influence

to internalise something:to assimilate something, to take something in

everything from one source: all from the same supplier or originator

to sense: to get the impression, to have a feeling, to perceive

to accompany: to go with, to escort

repair shop: workshop, auto body shop

vehicle owner: registered or recorded keeper

shipping agency: forwarding or hauling company

to delve into: to explore, to enquire into, to examine, to research

competitive advantage: having an edge over the rival or opponent

to determine: to clarify, to ascertain, to verify, to establish

to have an edge on someone: to have an advantage or the lead on someone

consideration: thought, deliberation, contemplation, reflection

to move forward with someone: to make headway, make progress, or gain ground with someone

to prompt: to induce, to persuade, to encourage, to tempt

decisive: deciding, determining, critical, crucial, most important

to be convinced: to be sure, certain, positive, or confident

can only be retained: can just be kept, preserved, held on to, or maintained

desire: need, aspiration, inclination

to be too focused on someone: to be too attached to or emotionally involved with someone

to happen to be away on holiday: to turn out to be on vacation

to be comprised of: to include, to consist of, to encompass

waste disposal: removal of refuse

The talk before the talk

to seize: to take hold of, to grab hold of, to get hold of

to gather: to collect, to garner, to gain

introductory: preliminary, opening, starting, initial

vicinity: surrounding area, neighbourhood, environs

furniture and fixtures: furnishings and fittings

to acknowledge: to recognise, to show appreciation for, to attach importance to

to be affected by something: to be hit or afflicted by something

awkward: problematic, tricky, difficult, complex

to be avoided at all costs: to be abstained from totally or completely

to not slip into: to not change to, to not go downhill to, to not deteriorate into

transition: change, changeover, move, switch, shift

to drop some appropriate cues: to intersperse some key words

to respond to something: to react in response or acknowledge something

incidentally: by the way, while we’re on the subject, before I forget

unintentionally: by accident, accidentally, by chance, involuntarily

Three paths to success

path: way, road, avenue, route

limited liability company: corporation, private limited company

to achieve: to accomplish, to pull off, to arrive at, to attain, to procure

a more customer-friendly approach: an extra client-responsive manner or style

due to: because of, owing to, by reason of, as a result of, caused by

merger: amalgamation, fusion, joining, combination, union

invoiced: billed, charged, debited

rallying cry: slogan, catchword, motto

to consolidate: to combine, to merge, to unite, to join, to fuse, to amalgamate

distribution channels: sales means, media, vehicles, or routes

previously: before, until that time, earlier on, in the past, formerly, until then

to oversee: to supervise, to run, to watch over, to manage, to direct

to share: to divide up, to split

range: assortment, variety, array, choice

to set up: to establish, to create, to get going, to start, to institute

behaviour: activities, conduct, manners

extensive: large-scale, substantial, considerable

wholesale: in bulk, in large quantities

buying syndicate: purchasing association or group

simplified: easier, simpler, streamlined, reduced to essentials

procurement: purchasing, resource acquisition

for the purpose of: as defined by, in the sense of

comprehensive: all-inclusive, all-embracing, wide-ranging, exhaustive

to consist of: to entail, to involve, to include, to comprise, to be composed of

to link: to connect, to bring together

various sources: a variety of, a range of, different, assorted, or mixed origins

to not be adding value: to not be increasing or augmenting worth

superfluous: unnecessary, needless, unneeded, not required, redundant

mainly: largely, chiefly, mostly, for the most part, primarily, chiefly, principally

abandoned: dropped, done without, given up, put aside, relinquished

inclusion: incorporation, integration

to consider: to think about, to give thought to, to contemplate

to equip: to provide, to furnish, to supply, to endow

to be even more essential: to be all the more important, crucial, or necessary

to firmly root: to securely anchor, to strongly embed

core: centre, focal point, central part

toll-free: free of charge, at no cost, without charge

prerequisite: requirement, necessity, precondition

to recruit: to hire, to sign up, to take on, to enlist, to enrol

Top or flop?

to determine: to settle, to decide, to establish, to find out, to conclude

newness: inventiveness, freshness, innovation, originality, novelty

genuine: indisputable, true, actual, legitimate, real, valid

instead of: as an alternative to, as a substitute for, as a replacement for

to gain: to achieve, to attain, to reach

to decrease: to diminish, to decline, to dwindle, to shrink, to fall, to lessen

to undercut: to undersell, to beat, to charge less than, to underbid, to best

to ward off: to fend off, to beat off, to stave off, to avert, to rule out

to cut off: to break off, to disconnect, to suspend, to discontinue, to intercept

to keep up: to maintain, to sustain, to preserve, to uphold, to retain

to mark: to indicate, to point to, to show

to be less of a concern: to be not as much a cause of worry or unease

pronounced: apparent, distinct, evident

need to be prevailed over: must be surmounted, overcome, or conquered

to enable: to allow, to entitle, to empower, to make it possible for

to overcome: to conquer, to surmount, to rise above, to prevail over

is accomplished: is achieved, pulled off, realised, or brought about

consequently: as a result, so, therefore, hence, subsequently

utmost: greatest, highest, maximum

attention: awareness, consideration, notice, regard, recognition, heed

desire: want, longing, craving, yearning

to ease: to simplify, to facilitate, to expedite, to clear the way for, to help

measures: actions, courses of action, proceedings, steps, means

checkout: cash point, cash register

to haul in: to pull in, to bring in, to rake in, to generate

to distinguish oneself from someone: to differentiate oneself from someone

survival: continuation, endurance

VOCABULARIO: INGLÉS - ESPAÑOL

A

a bird can never fly wih one wing: Ningún pájaro puede volar con un solo ala

a change for the worse: Empeoramiento

a clear distinction: Distinción clara

a clearly defined boundary: Una frontera claramente definida

a draft: Un borrador

a lack of: Una falta de

a more customer-friendly approach: Un enfoque más orientado hacia el cliente

a revelation: Revelación

a seasoned pro: Profesional experimentado

a stall: Pretexto

a subtle distinction: Una sutil distinción

a variety of couplings: Un surtido de conexiones

a victim: Una víctima

a walk on a tightrope: Peligroso

abandoned: Abandonada

above all: Sobre todo

accessibility: Accesibilidad

accessories: Accesorios

accomplishment: Logro

according to: Conforme a

accordingly: Correspondientemente, de manera apropiada

achievement: Logro, rendimiento

acquaintances: Conocidos

across borders: En el extranjero

actual: Verdadera

acute awareness: Atención profunda

adaptation: Adaptación

added value: Valor añadido

addressed: Abordó

adult education centre: Centros de educación para adultos

advanced training: Formación avanzada

advancement: Evolución

affinity: Afinidad

affluent: Ricas

aforementioned: Anteriormente mencionado

aggravating: Irritante

ahead: Adelantar

aids: Ayudas

allotted: Asignado

all-terrain: Todo terreno

along the lines: Del estilo

ample: Amplias

amply: Ampliamente

annoyance: Fastidio

annual appraisals: Evaluaciones anuales

anxious ones: Preocupados

apologetic: Pedir disculpas

apparent: Evidente

appealing: Interesante

appears to be muddled: Parece ser confusa

appreciative: De admiración, positivas

approach: Enfoque, método

appropriate: Adecuado

approval: Satisfacción

are being alienated: Enojarse

are merging as: Se están fusionando como

are referred to: Ser remitido a

are regarded as: Ser considerado como

are solicited: Son solicitados

are supposed to connect: Se supone que conectan

are supposed to: Se supone que

as a given: Como un dato objetivo

as a matter of principle: Como principio

ascertained: Asegurarse de

aside from: Aparte de

assertive: Asertivo, firme

assessment: Evaluación, valoración

assessment of collaboration: Evaluación de colaboración

associate: Ayudante, compañero

assumption: Premisa

at an early stage: Sin tardar

at any given time: En todo momento

at the expense of: A expensas de

at the hazard: Bajo riesgo para

attached to: Unido a

attention: Atención

attentively: Atentamente, con atención

auxiliary: Auxiliar, complementario

available: Disponible

award of contract: Concesión del contrato

awkward: Problemático

awkwardly: Torpemente

B

back then: En aquella época

backing: Respaldo

be neglected: Ser ignorada

be taken lightly: Tomarse a la ligera

bear in mind: Tener en cuenta

beforehand: De antemano

behaviour: Comportamiento

behaviour pattern: Patrón de conducta

believing: Creyendo

belly: Instintivo

beneficial: Beneficioso

beyond: Más allá

beyond that: Aparte de eso

binding guidelines: Pautas de obligado cumplimiento

blocked off: Cerradas

blows below the belt: Golpes bajos

bottom line: Balance final

boundary: Límite

bouquet: Ramo

branch: Sucursal

brand: Marca

brand perception: Percepción de marca

breakdown: Fallos

brief: Breve

broken down into: Desglosado en

buffer times: Tiempos de interrupción

business segments: Segmentos empresariales

buyer’s remorse: Remordimiento del comprador

buying syndicate: Grupo de compras

buzzword: Palabra de moda

by chance: Por casualidad

C

call: Visita

call for action: Necesidad de actuar

call report: Informe de visita

calmly: Con calma

calmness: Calma

can be attended to easily: Se le puede atender fácilmente

can be marked off: Poder dar por finalizado

can only be retained: Sólo se puede conservar

candy manufacturer: Fabricante de confitería

cannot be maintained: No se pueden mantener

capable: Capaz

capital goods: Bienes de equipo

cartridge: Cartucho

chain of processes: Cadena de procesos

challenging: Desafiante

chart: Gráfico

checkout: Caja

cheerfully: Con satisfacción

choice: Opción, elección

clashing: Coincidencia

closet: Armario

clue: Indicios, pista

clumsiness: Torpeza

cold call: Llamada en frío

collaboration: Colaboración

collected: Recopilada

combination lock: Combinación de seguridad

comfort: Consuelo

commercial vehicle: Vehículo comercial

commission statement: Informes de comisiones

commitment: Compromiso

committed: Comprometido

common practice: Práctica habitual

comparable to: Parecido a

comparatively rare: Relativamente inusual

comparison: Comparación

compelling: Convincente

complementary: Complementario

completion: Conclusión

complies with: Cumple con

comprehensibility: Comprensión

comprehensive: Exhaustiva

comprehensively: Exhaustivamente

concealed: Oculto

concerns: Preocupaciones

concerted effort: Esfuerzo combinado

concession: Concesión

conclusive: Decisivo

condescending: Condescendiente

conducted by: Dirigido por, realizado por

confirmation: Confirmación

conjoint measurement: Medida conjunta

conjoint: Conjunta

connection with: Conexión con

connection: Conexión

consciously adopted: Adoptado deliberadamente

consciously: Deliberadamente, de forma deliberada

consciousness: Mente

consent: Consentimiento

consequently: Por consiguiente

considerable: Importante

considerably: Considerablemente

consideration: Reflexiones

consistency: Constancia

consolidated scientific findings: Hallazgos científicos contrastados

construction equipment: Equipos de construcción

containment: Contención

continually: Continuamente

continuous: Continuo

contributing to: Que contribuye a

contribution margin: Margen de beneficio

conveniences: Comodidades

conviction: Creencias

convincingly: Convincentemente

copy-cat: Imitación

core: Esencia, núcleo

corner seating unit: Rinconera para sentarse

corporate citizenship: Ciudadanía organizativa

corrective measure: Medida correctora

correlating term: Término relacionado

could be taken into consideration: Podrían ser tomados en consideración

cover letter: Carátula

cowardly: De forma cobarde

creation: Creación

credibility: Credibilidad

credible: Verosímil

credit worthiness: Calificación crediticia

criterion: Criterio

crowd: Grupo

crucial: Crucial, esencial

cue: Clave

current: Actual, presente, vigente

customised: Personalizado

custom-tailored: Adaptado al cliente

D

deadline: Plazo

dealer: Concesionario

decisive for success: Decisivo para tener éxito

decisive: Decisivo, determinante

deep conviction: Convicción profunda

deep-frying: Freír

deficiency: Deficiencia

delay: Retrasos

delineation: Delimitación

demeanour: Comportamiento

dependability: Formalidad

dependent on: Dependiendo de

depreciation: Amortización

desire: Deseo

desired: Deseada

desperately needed: Urgentemente necesaria

despite: A pesar de

device: Aparato

devoid of: Carentes de

did the trick: Fueron eficaces

diligence: Diligencia

dire times: Tiempos difíciles

directions: Vías

disadvantage: Desventaja

disapproval: Desaprobación

disarming smile: Sonrisa cautivadora

discrepancy: Discrepancias

distinct: Inequívoca

distinction: Distinción

distinctly: Con precisión

distribution channels: Canales de distribución

division manager: Director de división

doer: Persona dinámica

donated to: Donado a

doubts: Dudas

downright: Claramente

downside: Inconveniente

drawing: Dibujos

drugstore chain: Cadena de droguerías

due to: Como consecuencia de, debido a

durability: Duración

E

easy-going: Relajado

editorial department: Departamento editorial

either way: De cualquier forma

elaborate: Muy elaborados, compleja

elbow room: Margen de maniobra

embarrassment: Situaciones embarazosas

embedding: Incorporación

emphasising: Enfática

encouraging: Alentador

endurance: Tenacidad

enduring: Duradero

enlightening: Revelador

ensuing: Posterior, siguiente

entire: Entero, completo

entity: Asunto

entrepreneur: Empresario

entrepreneurial: Empresarial

environment: Entorno

erroneously: Erróneamente

error: Error

esteemed: Respetado

evaluation: Evaluación

everything from one source: Todo en un único proveedor

exception to the rule: Excepción a la regla

exclusively: Exclusivamente

exemplary: Ejemplar

exhibition: Exposición

expectations: Expectativas

expedient: Conveniente

expenses for tied up capital: Gastos por capital inmovilizado

exploratory talk: Charla de exploración

extended: Prolongado

extension to the building: Incorporación al edificio

extensive: Amplias, fundamentales

exterior: Exterior

extras: Extras

F

faded: Descolorido

failure: Fracaso

fallacy: Falacia

fallback plan: Plan de emergencia

far too expensive: Excesivamente costoso

fashion: Manera

fast pace: Ritmo rápido

fear of failing: Miedo al fracaso

fear: Temor

Federal Cross of Merit: Cruz al Mérito Federal

fiscal: Fiscal

flexible work time: Horario de trabajo flexible

focal point: Centro de atención

for the long haul: A largo plazo

for the purpose of: Al objeto de

forces: Fuerzas

foreman: Capataz

foremost: Más importante

fortification of trust: Fortificación de la confianza

fragile: Frágil

frame: Situación

franchisee: Beneficiario de una franquicia

free space: Margen de movimiento

frequently: Frecuentemente

friction: Fricción

frictionless: Sin tiranteces

from floor to ceiling: Desde el suelo hasta el techo

from rural areas: Procedente de áreas rurales

from the vicinity of: De los alrededores de

fuel: Combustible

full to the brim: Hasta arriba

furniture and fixtures: Muebles e instalaciones

future: Futura

G

gateway: Puerta

gaze: Mirada

geared towards: Orientada hacia

gender: Género

generous: Generoso

generously spending: Gasto generoso

genuine: Verdadera

gossip: Chismorreos

grab it straightaway: Aprovecharlo inmediatamente

grace period: Periodo de gracia

gradual changes: Cambios graduales

grant: Subvención

gratuitously: De forma gratuita

grave: Cruciales

guild: Gremio

gut-feeling: Instinto

H

hardly any: Casi ningún

harmful: Perjudicial

has determined: Ha llegado a la conclusión

has to be geared towards: Debe estar dirigida a

hazardous: Peligroso

head of accounting: Jefe de contabilidad

head of Engineering: Jefe de ingeniería

health advisory service on environ- service on environ- mentally compatible building materials: Servicio de asesoría de salubridad sobre materiales de construcción compatibles con el medioambiente

high repute: Buena reputación

high risk of failure: Riesgo elevado de fallo

high-profile: Impresionante

host: Anfitrión

human resources: Recursos humanos

I

idiosyncrasy: Rareza

if you want to last in business: Si desea seguir en el negocio

immediacy: Cercanía

impartial: Imparcial

imperative: Imprescindible

imperatively: Imperativamente

implementation: Implementación, puesta en práctica

implications: Repercusiones

in accord with: Estar de acuerdo con

in accordance with: De conformidad con

in advance: De antemano

in an instant: De inmediato

in compliance with: Con observancia de

in concurrence with: De acuerdo con

in favour of: A favor de

in making something reach its peak: En conseguir que algo llegue a su punto máximo

to depend on: Depender de

in making this added value visible: Hacer notorio el valor añadido

in particular: En concreto

in regard to: Con respecto a

in the lead-up: Con anterioridad

in the preliminary stage: En la etapa preliminar

in vain: En vano

incident: Incidente

incidentally: A propósito

inciting: Alentador

inclusion: Inclusión

indeed: Realmente

independent of: Con independencia de

independently from: Independientemente de

in-depth: Exhaustivo

indolence: Indolencia

industrious: Trabajador

inexpertly: Con poca pericia

inhibition: Reservas

inhibitions: Inhibiciones

initial stage: Etapa inicial

initial: Inicial

initially: Inicialmente

innocent victim: Víctima inocente

insignificant: Insignificantes

instead of: En vez de

intently imagined: Imaginado vívidamente

inter-coordinated: Intercoordinado

interest: Intereses

interfering: Molesto

interpersonal relationships: Relaciones interpersonales

interposed questions: Preguntas interpuestas

introduction: Introducción

introductory: Introductoria

invoiced: Facturado

involved: Implicados

involvement: Participación

is accomplished: Conseguirse

is depreciated: Es menospreciado

is flogged to death: Utilizarse hasta la saciedad

is mistaken for: Confundirse con

is quoted: Mencionarse

is rewarded properly: Es recompensado de la forma adecuada

is supposed to: Ser supuestamente para

is the gist of what: Es la esencia

is to be executed: Debe llevarse a cabo

issue: Cuestión

it can be determined: Se puede determinar

it could be assumed: Se podría dar por supuesto

it has not failed us yet: Todavía no nos ha fallado

it was a done deal: Todo estaba cerrado

J

jealousy: Envidia

jeopardised: En peligro

joint: Conjunto

judgement: Opinión

judging by your look: A juzgar por su mirada

K

key account: Cuenta clave

key: Clave, fundamental

knowledge for the sake of control: Información para mantener el control

L

lack of: Falta de

lapse: Fallo

largely: Básicamente

lateness: Impuntualidad

lavish: Complejas

lead: Contacto, sugerencia

leaflet: Folletos

lecture: Charla

leeway: Margen

leisure time: Tiempo de ocio

less obvious: Menos evidente

limited liability company: Sociedad de responsabilidad limitada

line of goods: Línea de producto

link: Conexión, vínculo

lively: Animada

lone fighter: Luchador solitario

long drawn-out: Prolijas

long-term retention: Retención a largo plazo

loss: Pérdida

low profit contribution: Aportación baja al beneficio

low-maintenance: Poco exigentes

M

mainly: Principalmente

maintenance: Mantenimiento

major: Importante

major: Gran

map: Mapa

marry in haste, repent at leisure: Antes de que te cases, mira lo que haces

mastermind: Cerebro

matching: Complementario, combinar, correspondiente

matter: Cuestión, materia

matter-of-factly: De forma clara

may be doomed: Poder ser un desastre

meaningless: Carentes de sentido

measure: Medida

mechanical engineering company: Empresa de ingeniería mecánica

mediator: Mediador

membership: Ser miembro

merely: Meramente

merger: Fusiones

mindset: Modo de pensar

minor detail: Detalle insignificante, detalle mínimo

minor: Insignificante

misconceived: Mal concebida

miserly: Austero

mistake: Error

mode of collaboration: Estilo de colaboración

mood: Humor

more distinct: Más singular

more probing: Más detallado

more than what one can put up with: Más de los que se pueden tolerar

mountaineer: Alpinista

much greater challenge: Reto más difícil

multifaceted: Diversas, con múltiples facetas

mumbling: Murmurar

N

necessities: Necesidades

need to be prevailed over: Deberse superar

negotiation: Negociación

nevertheless: No obstante

newness: Novedad

nonchalantly: Con aire despreocupado

not suffer from it: Sufrir las consecuencias de

not to mention: Por no mencionar

noticeably restricted: Acusádamente limitado

notion: Idea

notorious: Famoso

O

objection: Objeciones

objective targets: Metas objetivas

objective: Objetivo

obliged: Obligado

obstacle: Obstáculo

obvious: Evidente, obvias

obviously: Obviamente

occupation: Trabajo

of all concerned: De todos los afectados

of endeavouring towards: De esforzarse por

of one’s own accord: Por su cuenta

office supply costs: Costes de suministros de oficina

old hand: Perro viejo

on an average of: Una media de

on average: Por lo general

on behalf of: En nombre de

on difficult terrain: En campos difíciles

on the spot: En el lugar

on the spur of the moment: Al momento

on what terms they are with someone: Cómo se llevan con alguien

one is dealt a blow: Uno sufre un revés

one-of-a-kind: Inigualable

opinion-forming: Creador de opinión

order of precedence: Orden de prioridad

outdated: Desfasado

outside observer: Observador externo

outside supplier: Proveedor externo

overall sales: Ventas generales

overheard: Oír casualmente

overview at the push of a button: Panorámica general a un clic del ratón

owner: Propietario

ownership: Control

P

paper: Documentos

paragraph: Párrafo

partial: Parcial

particular: Específico

particularities: Singularidades

past: Pasados

path: Vía

peak performance: Rendimiento máximo

perseverance: Perseverancia

persuasive: Convincente

pertaining to: Referente a, relativa a

phrase-mongering: Jerigonza

physical discomfort: Malestar físico

pillar: Pilar

pitfall: Dificultad

pivotal point: Punto fundamental

planned/actual comparison: Comparación entre la previsión y la realidad

pleasant: Agradable

pleasantly: Amablemente

plight: Apuro

point of intersection: Punto de intersección

polite: Educada

pollution: Contaminación

possibly: Posiblemente

postal code: Código postal

praise: Elogios

precipitate: Precipitado

preconceived: Preconcebida

predecessor: Predecesor

predetermined: Predeterminadas

predetermined duration: Duración preestablecida

predicament: Problemas

prediction: Predicción

prejudice: Prejuicio

premise: Premisa

premises: Instalaciones

prerequisite: Requisito indispensable, requisito previo

presence: Presencia

present: Existente

previous: Anterior

previously: Anteriormente

pricing as a competitive factor competitive: Competitivo

primarily: Principalmente

principal agent: Representante principal

principal: Principal

printed impression: Imagen impresa

probability: Probabilidad

probing: Indagatoria

process: Proceso

processing speed : Velocidad de funcionamiento

procurement: Abastecimiento

promising: Prometedor

promptness: Rapidez

pronounced: Acusado

prospective customer: Cliente potencial

prospects: Perspectivas

prospects for: Posibilidades para

provided: Siempre que, unir

provided that: Siempre que

provider: Proveedor

proximity: Proximidad

psychological strain: Presión, tensión psicológica

public figure: Personaje público

punctuality: Puntualidad

purely: Puramente

purpose: Finalidades

purposefully: Con determinación

pursued: Buscado

pushy: Agresivo

Q

quarrel: Disputas

questionnaire: Cuestionario

quirk: Peculiaridad

R

rallying cry: Lema

range: Gama

rapport: Relación de comunicación

rarely: Raramente

rather: Más bien

ready cash: Dinero contante y sonante

realisable: Factible

reasoning: Razonamiento

recent: Reciente

recently: Recientemente

recipe: Receta

recipient: Receptor

reciprocal: Recíproca

reckoning: Opinión

recognised: Reconocido

recovery: Recuperación

recurring: Recurrente

referral: Referencia, recomendación

regardless: Pase lo que pase

registered association largely: Asociación registrada fundamentalmente

related: Relacionado

related to: Relacionado con

relating to: Relacionado con

reliable: Fiable

reluctantly: A regañadientes

remarkable: Extraordinario

remuneration: Retribución

renowned: Renombrado

repeated: Reiterado

repeatedly: Reiteradamente

replacement: Sustituto

research establishment: Organismo de investigación

replacement purchases: Compras de sustitución

resentment: Resentimiento

resolved: Resueltas

respective: Respectivo

responsibility: Responsabilidad

retention: Conservación

reusable: Reutilizable

revaluated: Más importante

revealing: Reveladora

revenue: Ingresos

reward: Recompensa

room for improvement: Margen de mejora

ruinous competitive battles: Luchas competitivas desastrosas

ruthlessly: Sin piedad

S

sadly: Lamentablemente

sales approach: Enfoque, método de venta

sales pitch: Discurso de venta

sales-boosting: Potenciadora de las ventas

same parts management: Gestión de piezas iguales

sample: Muestra

sanitary facilities: Instalaciones sanitarias

seasonably: Estacionalmente

security need: Necesidad de seguridad

seemingly: Aparentemente

selection: Selección

selective use: Uso selectivo

self-actualisation: Auto-realización

semi: Semi

sensible: Prudente

sensitive: Delicado

set of tools: Conjunto de herramientas

several: Varias

shared: Compartidas

shipping agency: Agencia de transporte

sign of wear: Indicio de deterioro

similar: Parecida

similar issues: Cuestiones parecidas

simple virtues: Cualidades sencillas

simplified: Simplificado

sincere: Sincero

single-mindedly: Con determinación

site: Planta

skilfully: Con habilidad

skilled: Experto

skills: Habilidades

smoothly: Con fluidez

so what: Y qué

sole: Único

something is abandoned: Abandonar algo

something encouraging: Algo estimulante

something to envision: Imaginar

sophisticated: Complicado

sought-after: Cortejado

sound: Sólidos

source: Fuente

spare part: Pieza de repuesto

spare parts kit: Conjunto de piezas de repuesto

spare parts wholesaler: Empresa mayorista de piezas de repuesto

spare time: Tiempo libre

special request: Petición especial

stable: Estable

standing: Posición

state-of-the-art: Moderno, vanguardista

steady: Habituales

steep: Alto

still need to be developed: Aún es necesario seguir insistiendo

stinginess is cool: La tacañería es genial

stockholder: Interesado

stopgap: Recurso provisional, último recurso

storage: Almacenamiento

straight: Sin parar

stroke of luck: Golpe de suerte

structurally completed home: Casa con las estructuras terminadas

subconscious: Subconsciente

subconsciously: Subconscientemente

subliminal: Subliminal

sub-segment: Subsegmento

subsequent: Posterior

subsidiary: Filial

substantial: Considerable

substantiated: Justificado

substituted by: Sustituido por

sufficient: Suficiente

suggestion for improvement: Sugerencias de mejora

to strengthen: Reforzar

suitable: Adecuada

superb: Magnífica

superfluous: Superfluas

superior objectives: Objetivos superiores

supposed reason: Causa supuesta

supposedly: Supuestamente

surfacing: Emergentes

surroundings: Entorno

survival: Supervivencia

T

tailored to: Adaptadas a las necesidades de

tailor-made: Personalizado

tangible: Tangible

tardily: Con retraso

tardy: Impuntual

target agreement: Acuerdo de objetivos

task: Tarea

technical term: Término técnico

tension: Tensión

terms & conditions: Términos y condiciones

territory: Área

than suspected: De lo que se imaginan

that he actually does take centre stage: De que él es realmente el centro de atención

that may all be fine and dandy: Eso parece perfecto

that need to be taken into account: Que necesitan tenerse en cuenta

the bulk of the work: La carga más pesada del trabajo

the desperate ones: Los desesperados

the epitome of: La personificación de

the full extent: Todo el alcance

the guilty party: La parte culpable

the heartfelt notion: El sincero concepto

the latter ones: Estos últimos

the more confident: Con mayor confianza

the more inclined: Más predispuesto

the most malicious: Más maliciosa

the most notable: Las más notables

the most promising: La más prometedora

the new guy: El recién llegado

the palm of one’s hand: La palma de la mano

the purest of intentions: Las intenciones más puras

the really self-evident things: Las cosas verdaderamente obvias

the scheduling of appointments: Concertación de citas

the stuff that dreams are made of: De qué constan los sueños

the truth dawned on him: Se da cuenta de la realidad

there is no clear-cut dividing line: No existe una línea divisoria claramente definida

the weaker: La más débil

they knew from experience: Saber por experiencia

this entails: Esto entraña

thoughtless: Irreflexivo

to a bare minimum: A lo justo

to abide by: Atenerse a

to abstain from: Abstenerse de

to accelerate: Acelerar

to accompany: Acompañar

to accomplish: Conseguir

to accord to: Ofrecer

to achieve: Conseguir

to acknowledge: Reconocer

to act: Actuar

to act as: Desempeñar las funciones de

to adapt to: Adaptarse a

to adapt: Adaptar

to adhere to: Adherirse a, atenerse a, cumplir

to adjust: Ajustar

to admit: Admitir

to adress: Dirigirse a

to advise against something: Desaconsejar algo

to advise: Aconsejar

to affect: Afectar a

to affirm: Ratificar

to afford: Ofrecer

to aid: Ayudar

to aim: Aspirar

to alert someone to something: Alertar a alguien sobre algo

to align something with something: Ajustar algo a algo

to align: Coordinar

to allege: Alegar

to allot: Repartir

to allure: Atraer

to always move on the surface: Ser siempre superficial

to amend: Modificar

to amplify: Fortalecer

to annotate: Añadir notas a

to appeal to someone: Atraer a alguien

to appear aloof: Parecer distante

to appear credible: Parecer creíble a

to apply especially to: Ser de aplicación especialmente

to apply: Aplicar

to appoint: Designar

to appreciate someone: Valorar a alguien

to appreciate something greatly: Apreciar algo enormemente

to appreciate: Apreciar, valorar

to approach: Abordar, dirigirse a, plantear

to arise: Surgir

to arrive at: Llegar a

to assemble: Reunir

to assert something: Reafirmarse en algo

to assess: Evaluar

to assign: Asignar

to associate as peers: Asociarse en pie de igualdad

to assume: Dar por supuesto, adoptar, presuponer

to assure: Asegurar

to attach great importance to something: Atribuir gran importancia a

to attain: Conseguir

to attempt: Intentar

to attend to: Atender a, ocuparse de

to attend: Asistir

to attest: Avalar

to attract attention: Atraer la atención

to attune to: Adaptarse a

to avoid: Evitar

to awaken: Despertar

to back something: Respaldar algo

to bad-mouth someone: Hablar pestes de alguien

to bad-mouth something: Denostar

to be a giveaway: Delatar

to be a match for someone: Estar a la altura de alguien

to be a native of: Ser natural de

to be a no-no for someone: Ser inaceptable para alguien

to be able to access: Poder acceder

to be advantageous: Ser útil

to be affected by something: Estar afectado por algo

to be agreeable towards: Parecerle bien

to be an integral part: Ser parte integrante

to be annoyed: Sentirse enojado

to be applied: Aplicarse, ser de aplicación

to be assigned specifically: Ser asignado específicamente

to be assigned to someone: Estar asignado a alguien

to be at a loss: estar perplejo, no saber cómo reaccionar

to be at risk: Peligrar

to be attended to: Estar atendidos

to be attuned to: Estar en sintonía

to be avoided at all costs: Ser evitado a toda costa

to be aware of the fact: Ser consciente del hecho

to be banished: Ser borrado

to be banned from: Ser eliminado de

to be bothersome: Ser engorroso

to be bound to fail: Seguramente fracasar

to be cajoled into something: Dejarse engatusar

to be called to account for something: Ser obligado a responder de algo

to be common practise: Ser práctica habitual

to be comparable to: Ser comparable a

to be compiled: Ser recopilado

to be completely flabbergasted: Quedarse totalmente pasmado

to be completely rounded: Estar completamente terminada

to be completely unfounded: Carecer totalmente de fundamento

to be comprised of: Estar compuesta de

to be confused with: Confundir con

to be constantly worried: Estar permanentemente preocupado

to be convinced of something: Estar convencido de algo

to be convinced: Estar convencido

to be covered against something: Estar cubierto frente a algo

to be crucial: Ser crucial

to be custom tailored to: Estar adaptado a las necesidades de

to be cut down: Quedar limitado

to be deprived of: Carecer de

to be determined: Tomar una determinación

to be disclosed to one: Ser revelado a uno

to be divided into: Estar dividido en

to be divulged: Ser divulgado

to be eager: Estar ansioso

to be easily cajoled: Ser engatusado fácilmente

to be engaged in: Estar implicado en

to be entitled to something: Tener derecho a algo

to be equipped with: Estar equipado con

to be especially on guard: Estar especialmente alerta

to be evasive: Mostrarse evasivo

to be even more essential: Ser aún más importante

to be exemplified by: Quedar de manifiesto por

to be exhausted soon: Agotarse pronto

to be extremely sensitive: Ser extremadamente sensible

to be faced with a challenge: Enfrentarse a un reto

to be fine and dandy: Estar perfecto

to be fixated on someone: Tener fijación con alguien

to be forced on someone: Imponerse a alguien

to be fully justified by: Estar plenamente justificado por

to be furnished with: Estar amueblada con

to be geared towards: Estar pensado con el propósito de

to be genuinely interested: Estar realmente interesado

to be greatly tempted: Sentir la tentación

to be highly esteemed: Tener en alta estima

to be imperative: Ser esencial

to be in a hurry: Tener prisa

to be in charge of something: Estar a cargo de algo

to be in charge of: Estar a cargo de

to be in for a surprise: Llevarse una sorpresa

to be in line with: Seguir la línea de

to be in need of explanation: Necesitar explicación

to be in touch with something: Estar en contacto con algo

to be in vain: Ser en vano

to be incorporated: Incluirse

to be indispensable: Ser indispensable

to be key: Ser esencial

to be lacking: Carecer

to be less of a concern: Ser de menor preocupación

to be maintained: Mantenerse

to be meliorated: Ser perfeccionado

to be more sensible: Ser más sensato

to be much more favourable to be much better, to be much more beneficial: Ser mucho más favorable, ser más beneficiosa

to be naturally imbedded in something: Estar integrado con naturalidad

to be not more inclined to do something: No sentirse más inclinado a hacer algo

to be nurtured: Ser alimentado

to be obligated: Estar obligados a

to be on the look out for: Estar ojo avizor

to be outsourced: Ser subcontratado

to be overly zealous: Mostrar exceso de celo

to be part of something: Formar parte de algo

to be perceived as trustworthy: Considerar a alguien digno de confianza

to be perceived objectively: Ser percibido de forma objetiva

to be pleased to help one along: Estar encantado de ayudar a alguien

to be possessed by something: Estar obsesionado por algo

to be pressed for time: Tener poco tiempo

to be promising: Ser prometedor

to be prone to breaking down: Tener predisposición a estropearse

to be proud of something: Estar orgulloso de algo

to be pure luck: Ser pura suerte

to be put to the test: Ser puesto a prueba

to be quite varied: Ser bastante diverso

to be readily available: Ser fácilmente accesible

to be resolved: Ser resuelto

to be responsible for something: Ser responsable de algo

to be responsible for: Ser responsable de

to be responsive to something: Ser receptivo ante algo

to be retired: Estar jubilado

to be so dumbfounded: Quedarse tan asombrado

to be suitable: Encajar

to be suited alike: Ser igualmente indicado

to be suited for something: Ser adecuado, apropiado para algo

to be taciturn: Mostrarse taciturno

to be tailored to: Estar adaptada

to be taken into account: Ser tenido en cuenta

to be taken under someone’s wing: Ser tomadobajo la protección de alguien

to be the most promising: Ser el más prometedor

to be the way to go: Ser el camino que hay que seguir

to be thrilled: Estar encantado

to be too focused on someone: Centrarse excesivamente en alguien

to be tremendously accommodating: Ser extremadamente flexible

to score with someone: Causar una gran impression

to be truly convinced of something: Estar verdaderamente convencido de

to be very determined: Estar claramente decidido

to be very much in tune with something: Estar perfectamente coordinado con algo

to be virtually ubiquitous: Ser casi omnipresente

to be wrested: Ser arrebatado

to bear cost-effectiveness in mind: Tener en cuenta la relación coste-eficacia

to bear fruit: Dar fruto

to beat about the bush: Andarse con rodeos

to beat one to the punch: Adelantársele a alguien

to become annoyed: Enfadarse

to become apparent: Hacerse evidente

to become aware of something: Conocer

to become aware of: Ser consciente de

to become embarrassing: Sentirse apurado

to become obvious: Hacerse patente

to bemoan: Lamentarse de

to bid farewell to something: Decirle adiós a algo

to blame: Echar la culpa a

to bless: Bendecir

to blossom: Transformarse en

to bond: Siempre y cuando

to boost: Mejorar

to bother: Molestar

to brief: Informar

to bring in line: Coordinar

to bring something into play: Sacar algo a colación

to broach: Plantear

to build up tension: Crear tensión

to call it a day: Terminar la jornada

to call on: Solicitar

to calm someone down nit-picker: Calmar a alguien quisquilloso, puntilloso

to campaign: Luchar por

to capture: Conseguir

to carry out: Realizar

to catch: Encontrarse

to cater precisely to: Atender precisamente a

to cause one a lot of grievance: Causar muchos quebraderos de cabeza

to cause one considerable anguish: Causar a alguien sufrimiento

to channel: Canalizar

to check out: Comprobar

to cheer up: Animarse

to choose: Decidir

to claim: Alegar

to climb the social ladder: Subir en la escala social

to cling to: Atenerse a

to coax someone ou of one’s shell: Hacer salir a alguien de su cascarón

to coerce: Coaccionar

to come across as pushy: Parecer agresivo

to come across as: Dar la impresión de

to come away empty-handed: Terminar con las manos vacías

to come out of one´s shell: Salir del cascarón

to come to an interesting conclusion: Llegar a una interesante conclusión

to commence: Comenzar

to commit: Comprometerse

to commit oneself to: Comprometerse

to commit oneself to: Comprometerse a

to compare notes: Intercambiar opiniones

to complement: Complementar

to complete: Completar

to compose: Elaborar, redactar

to comprise: Abarcar, componer

to conceal: Ocultar

to concern oneself with something: Preocuparse por algo

to conduct: Llevar a cabo

to confer obligingly: Consultar amablemente con

to confer: Consultar

to congratulate someone: Dar la enhorabuena a alguien

to consider: Plantearse, tener en cuenta

to consist of: Estar compuesto de, consistir en

to consist solely of: Incluir únicamente

to consolidate: Consolidar

to constitute: Constituir

to constrain: Constreñir

to contain oneself: Contenerse

to contemplate: Plantearse

to contribute one’s share: Poner de su parte

to contribute to: Contribuir a

to contribute: Contribuir

to convey: Comunicar, transmitir

to convince: Convencer

to corner one: Arrinconar a alguien

to corner someone: Acorralar a alguien

to correlate: Guardar correlación

to count more than: Ser más importante que

to count on: Confiar en

to cover up: Ocultar

to crave attention: Reclamar atención

to crop up: Ocurrir

to cross the 50s threshold: Atravesar el umbral de los 50

to crumble: Desintegrar

to curtail: Reducir

to cut down: Reducir

to cut off: Interrumpir

to dawdle: Malgastar el tiempo

to dawn on one: Venir a la cabeza

to decline without further explanation: Decir que no sin más explicación

to decline: Declinar, disminuir

to decrease: Disminuir

to deepen: Profundizar

to delve into: Analizar

to demand: Exigir, requerir

to depend on someone: Depender de alguien

to depend on: Depender de

to depend upon: Depender de

to derive from: Derivarse de, conseguir de

to derive: Obtener

to deserve equal treatment: Merecer un tratamiento idéntico

to deserve: Merecer

to desire: Desear

to destroy: Destruir

to detect: Detectar

to determine: Determinar, averiguar

to devalue: Devaluar

to differentiate: Diferenciar

to dig deep into one’s pockets: Rascarse el bolsillo

to diminish: Suavizar

to discern: Distinguir

to discover: Descubrir

to dismantle something: Desmantelar algo

to display: Mostrar

to display extra caution: Tener una precaución especial

to dispose of something: Deshacerse de algo

to disprove: Rebatir

to disregard: Pasar por alto

to distinguish oneself from someone: Diferenciarse de alguien

to distinguish oneself from: Diferenciarse de

to distract: Distraer

to divert from something: Desviar de algo

to do one’s share: Hacer la parte que le corresponde a uno

to do something to prompt someone: Inducir a alguien a hacer algo

to do the preliminary work: Hacer el trabajo preliminary

to drag out: Posponer, prolongar

to draw a conclusion: Extraer una conclusión

to draw one’s conclusions: Extraer conclusiones

to draw the conclusion: Llegar a la conclusión

to draw up: Elaborar

to drift into triteness: Caer en la trivialidad

to drop everything: Dejarlo todo

to drop some appropriate cues: Dejar caer claves adecuadas

to ease: Aliviar, facilitar

to elapse: Transcurrir

to elongate: Alargar

to elucidate: Esclarecer, aclarar

to embark on: Emprender

to embrace: Aceptar

to emerge: Surgir

to emphasise: Hacer, poner hincapié, recalcar

to enable: Posibilitar, permitir

to encounter rejection: Encontrar rechazo

to encounter: Tropezar, encontrarse

to encourage: Animar

to endeavour on: Esforzarse por

to endure: Soportar

to enjoy doing something: Disfrutar haciendo algo

to enjoy their effect to the fullest: Disfrutar al máximo de los efectos

to embellish: Adornar

to enrol: Inscribirse

to ensue: Tener lugar a continuación, producirse

to ensure: Asegurarse

to entail: Entrañar

to enter into: Introducir en

to enter unknown territory: Entrar en un terreno desconocido

to enter: Introducir

to entertain considerable doubt: Albergar muchas dudas

to envisage something: Concebir algo

to envision in one’s mind: Visualizar en la mente de uno mismo

to envision: Imaginar

to equip: Equipar

to escort repair shop: Taller de reparaciones

to exceed: Superar

to exchange: Intercambiar

to exclude: Excluir

to expect a great deal: Ser muy exigente

to experience defeat: Sufrir una derrota

to experience: Experimentar

to explore: Sondear

to express: Expresar

to exude: Irradiar, mostrar

to face someone: Hacer frente a alguien

to facilitate: Facilitar

to fail: No (hacer algo)

to fall through: No concretarse, quedar en nada

to fear: Temer

to feature: Ofrecer, presentar

to feed someone’s hopes: Alimentar las esperanzas de alguien

to feel angry toward: Sentirse enojado con

to feel bound: Sentirse obligado

to feel flattered: Sentirse halagado

to feel hassled: Sentirse molesto

to feel more obligated: Sentirse más obligado

to feel uneasy: Sentirse incómodo

to feel very strongly about something: Ser muy apasionado de algo

to figure out: Averiguar

to figure something out: Entender algo

to find it inappropriate: Considerar que es inapropiado

to firmly root: Arraigar con firmeza

to fizzle out: Apagarse

to force down: Presionar a la baja

to force something down: Conseguir que algo descienda

to foresee: Prever

to fret about something: Preocuparse de

to fulfil their mission: Llevar a cabo su misión

to function without a hitch: Funcionar sin fallos

to function without a hitch: Funcionar sin problemas

to gain traction on: Conseguir acceso a

to gain: Conseguir, ganar, adquirir, lograr

to gather: Recopilar

to get accustomed to: Habituarse a

to get into: Pasar a

to get one’s way: Salirse con la suya

to get rid of someone: Deshacerse de alguien

to get something off the ground: Hacer que algo despegue

to get the bid: Conseguir la oferta

to get the subject across: Transmitir el mensaje

to get to the bottom of the matter: Llegar al fondo de la cuestión

to give in to: Caer en la tentación

to give one that edge: Colocar a alguien en esa posición de ventaja

to give oneself away: Delatarse

to give proof: Proporcionar pruebas

to give someone similarly high marks: Otorgar a alguien unas calificaciones igualmente elevadas

to go haywire: Ir mal

to go into something: Ocuparse de algo

to go off without a hitch: Discurrir sin problemas

to go to great trouble over something: Tener muchos problemas con algo

to go without saying: Ser completamente normal

to greatly amplify: Aumentar enormemente

to guide someone through something: Orientar a alguien a través de algo

to haggle the price down: Negociar a la baja el precio

to hail from: Ser de

to hang on: Aguantar sin cejar

to happen to be away on holiday: Resultar que está de vacaciones

to happen to be fortunate: Resultar tener suerte con

to hardly differ: Diferir apenas

to haul in: Generar

to have a hotline to Heaven: Tener poderes paranormales

to have a knack for something: Tener un don para algo

to have an edge on someone: Tener una ventaja sobre alguien

to have an impact on something: Tener repercusión sobre algo

to have at one’s disposal: Tener a disposición de uno

to have been a long time coming: Forjarse a lo largo del tiempo

to have come up with: Idear

to have fully adjusted to something: Haberse adaptado completamente a algo

to have good taste: Tener buen gusto

to have gotten into the habit of doing something: Coger la costumbre de hacer algo

to have harmful effects on something: Tener efectos perjudiciales sobre algo

to have in common with someone: Tener en común con alguien

to have opened up all possibilities: Haber aprovechado todas las posibilidades

to have something reconfirmed: Reconfirmar algo

to have succeeded: Haber tenido éxito

to have to acquaint oneself intensely with: Tener que familiarizarse con

to have to be quoted: Tener que ser citado

to have to broach the subject again: Volver a plantear la cuestión

to have to grapple with something: Tener que esforzarse por resolver algo

to have to struggle through: Tener que esforzarse mucho

to have trust in someone: Tener confianza en alguien

to heat up: Calentar

to help oneself to: Quedarse con

to highlight: Resaltar

to hijack: Apropiarse de

to hurt no one: No perjudicar a nadie

to illustrate: Ilustrar

to impair: Dañar

to implement: Poner en práctica, implantar

to imply: Entrañar

to impress upon someone: Inculcar

to impress: Impresionar

to increase: Aumentar

to indicate: Indicar

to inspect: Inspeccionar

to intently concern oneself with: Estar muy interesado en

to interlink: Interconectar

to internalize something: Interiorizar algo

to introduce one to: Presentarse a

to inundate: Inundar

to invoke: Invocar

to issue: Distribuir

to jam: Bloquear

to join in: Unirse a

to judge: Valorar, juzgar

to jump to: Pasar directamente a

to keep cropping up: Suceder

to keep one’s composure: Mantener su compostura

to keep someone on tenterhooks intentionally: Tener a alguien sobre ascuas deliberadamente

to keep something alive: Mantener algo vivo

to keep something available: Hacer disponible

to keep track of something: Llevar un seguimiento de algo

to keep up: Mantenerse

to label as: Calificar como

to lack the motivation: Falta de motivación

to land off the mark: Acabar equivocándose

to lastingly secure: Asegurar de forma duradera

to leave: Abandona

to let oneself in for something: Dejarse atrapar

to level the price down: Reducir el precio

to limit oneself to: Limitarse uno mismo a

to link: Conectar

to liven up: Animar

to long for something: Anhelar algo

to look into: Analizar

to mainly affect: Afectar principalmente a

to maintain: Mantener, conservar

to make a cut: Hacer un «corte»

to make a face: Hacer muecas

to make flimsy excuses: Poner excusas baladíes

to make it a habit: Adquirir la costumbre

to make someone suspicious: Hacerle a alguien desconfiar

to make something accessible to someone: Conseguir que algo sea asequible para alguien

to make the difference: Marca la diferencia

to make up one’s mind to do something: Tomar la decisión de hacer algo

to mark: Marcar

to master the art of something: Dominar el arte de hacer algo

to matter: Importar

to measure: Medir

to meet: Satisfacer

to memorise the fine print to remember or learn by heart the small lettering: Memorizar la letra pequeña, recordar la letra pequeña

to mention: Mencionar

to monitor: Vigilar

to move forward with someone: Avanzar con alguien

to neglect: Descuidar

to no longer be content: Ya no basta

to nod: Asentir con la cabeza

to not arise: No producirse

to not be a constant: No ser una constante

to not be able to complain about: No poder quejarse sobre

to not be able to pull the wool over someone’s eyes: No poder engañar a alguien

to become obvious: Quedar claro

to not be adding value: Que no añaden valor

to not be afraid of something: No tener miedo de

to not be aware of something: No ser consciente de algo

to not be completely No estar

done in: completamente agotado

to not be content: No estar satisfecho

to not be rushed for time: No andar apresurado

to not be trustworthy: No ser digno de confianza

to not be willing: No estar dispuesto a

to not beat about the bush: No andarse por las ramas

to not comply with: No satisfacer

to not fall by the wayside: No perderse por el camino

to not lapse into: No adquirir

to not leave it at: No pararse en

to not let oneself be put off: No dejarse disuadir

to not materialise: No materializarse

to not need No ser necesario

to bother: Molestarse

to not proceed according to plan: No discurrir según lo previsto

firm order of events: Clara secuencia de acontecimientos

to not regard: No considerar

to not slip into: No derivar

to not stand out: No destacar

to nourish: Alentar

to nudge someone onto something: Incitar a alguien a algo

to nurture: Desarrollar

to obtain: Conseguir

to occur: Suceder

to offer benefit: Ofrecer ventajas

to offer compensation: Ofrecer compensación por

to omit: Omitir

to open up new vistas: Abrir nuevas miras

to open up: Abrir

to outshine: Superar

to outweigh: Compensar

to overcome: Superar

to overextend oneself: Extralimitarse

to overrate: Sobrevalorar

to oversee: Supervisar

to own: Ser el propietario de

to paint a clear picture of something: Describir claramente

to paint a vivid picture of something: Plasmar una imagen clara de algo

to pass on: Transmitir a, trasladar

to pass the time: Pasar el tiempo

to pave the way for something: Preparar el camino

to pay attention to someone: Prestar atención a alguien

to pay dearly for something: Pagar caro algo

to pay heed to: Prestar atención

to pay off: Merecer la pena

to pay the same degree of attention to each prospect: Prestar el mismo grado de atención a cada cliente potencial

to pay: Merecer la pena

to perceive: Percibir, considerar

to persuade someone to do something: Convencer a alguien de algo

to peruse something: Leer algo detenidamente

to peruse: Leer detenidamente

to pick up the thread: Retomar el hilo

to place ads: Poner anuncios

to play it safe: Apostar a lo seguro

to play out: Acabar

to pleasantly surprise someone: Sorprender gratamente a alguien

to pocket: Embolsarse

to pool: Agrupar

to possess: Poseer

to postpone: Posponer

to preclude: Impedir

to prefer: Preferir

to preferentially assign: Asignar preferentemente

to pretend not to be there: Fingir que no está

to prevail: Existir

to prevent something: Impedir algo

to prevent: Impedir

to probe deeper into something: Indagar más detenidamente

to proceed: Proceder

to procrastinate in doing something: Posponer indefinidamente la realización de algo

to procrastinate: Posponer

to progress: Progresar

to prompt: Inducir a, motivar, provocar

to propose: Proponer

to prospect: Buscar clientes nuevos

to prove someone right: Dar la razón a alguien

to prove to be: Resultar

to prove: Demostrar

to provide: Proporcionar

to provoke: Provocar

to provoke protest: Provocar protestas

to push for cost-saving measures: Promover medidas de ahorro de costes

to push someone to do something: Empujar a alguien a hacer algo

to attain: Conseguir

to push through: Lograr la aceptación

to put discussion of price on the backburner: Dejar en segundo plano la discusión sobre el precio

to put good ideas into action: Poner en práctica las buenas ideas

to put on the back burner: Dejar en suspenso por el momento

to put one’s foot in one’s mouth: Meter la pata

to put pressure on someone: Presionar a

to put someone in their place: Poner a alguien en su sitio

to put someone off: Desanimar

to put someone under pressure: Presionar a alguien

to put the screws to someone: Apretar los tornillos a alguien

to quadruple: Cuadruplicarse

to question one’s assumption: Cuestionar la propia suposición

to quote: Citar, indicar

to raise awareness: Mejorar el conocimiento

to raise someone’s anticipation: Aumentar las ilusiones de alguien

to raise: Elevar, mejorar

to rank among: Estar englobado en el grupo de

to rank: Clasificar

to reap: Recoger

to reassess: Replantearse

to reassure someone: Tranquilizar a alguien

to recall from memory: Traer a la memoria

to recapture: Recuperar

to recharge: Recargar

to reckon with: Enfrentarse a

to reckon: Considerar

to recognise: Identificar, reconocer

to reconsider: Replantearse

to recruit: Contratar

to re-examine: Reconsiderar

to refer to: Hacer referencia a

to refrain from: Evitar

to refute: Refutar

to regard: Considerar

to regret: Antiguo

to reinforce: Reforzar

to release: Dejar disponible

to rely on: Recurrir a

to remain in charge of: Seguir a cargo de

to remain matter-of-fact: Mantener la objetividad

to remain unfazed: Mantenerse imperturbable

to remain unresponsive to something: Permanecer indiferente a algo

to remain: Mantener, permanecer

to render: Prestar

to rephrase: Reformular

to replace: Reemplazar

to reply: Responder

to reprimand: Castigarse

to require: Requerir

to rescue someone from: Rescatar a alguien de

to resolve the issue: Resolver la cuestión

to resort to: Recurrir a

to respond: Responder

to respond to something: Responder a algo

to respond to: Responder a

to restrain oneself: Contenerse, retraerse

to retain: Retener, conservar

to revamp: Reformar

to reveal: Revelar

to review: Revisar

to revise: Revisar

to rid someone of something: Librar a alguien de algo

to ring hollow: Sonar falso

to rouse: Despertar

to run into a lot of money: Consumir mucho dinero

to run the gauntlet: Pasar revista

to safely assume something: Suponer con seguridad algo

to scare: Amedrentar

to schedule an appointment: Programar una cita

to scrutinise: Examinar

to secure: Asegurarse, garantizar

to see to it: Encargarse de

to seek advice from: Buscar consejo en

to seek out: Buscar

to seem suspicious: Parecer sospechoso

to seize: Aprovechar, calibrar

to sense: Tener la sensación

to serve as an extension of something: Funcionar como una extensión de algo

to serve as: Servir de

to set a precedent: Fijar un precedente

to set one’s sights on: Tener la mira puesta en

to set up appointments: Concertar citas

to set up: Organizar, conseguir, crear

to settle into one’s new job: Adaptarse al nuevo trabajo

to share: Compartir

to shrink: Reducirse

to single out: Escoger

to sink deep into one’s memory: Memorizar bien a fondo

to snub: Desairar

to sound out: Sondear

to speed up: Agilizar

to spoil: Estropear

to squint: Entrecerrar los ojos

to stay true to someone: Mantenerse fiel a alguien

to steer: Dirigir

to stem from something: Ser producto de

to stem from: Provenir de

to stick to one’s guns: Mantenerse firme

to stick to one’s set objectives: Atenerse a los objetivos que uno se ha marcado

to strike the right note: Dar en el clavo

to struggle with something: Tener problemas para hacer algo

to subdivide: Subdividir

to submit: Presentar

to substantiate: Demostrar

to substitute for: Sustituir por

to suffer: Resentirse, sufrir

to suffice: Ser suficiente, bastar

to supervise: Supervisar

to surround oneself with: Dejar que algo se contagie

to surround: Rodear

to survive: Sobrevivir

to sustain: Mantener

to sweat the small stuff: Preocuparse por los pequeños detalles

to tackle: Abordar

to take a new run at it: Intentarlo de nuevo

to take action: Adoptar medidas

to take advantage of something: Aprovecharse de algo

to take advantage of something: Sacar provecho de algo

to take apart: Desglosar

to take calculated steps: Dar pasos calculados

to take into consideration: Tener algo en cuenta, tener en consideración

to take one’s time: Tomarse su tiempo

to take precedence: Tener prioridad

to take someone to task: Reprender a alguien

to take something seriously: Tomarse algo en serio

to tap: Aprovechar

to tempt: Tentar

to tense up: Ponerse tenso

to throw in the towel: Tirar la toalla

to throw someone off: Coger a alguien por sorpresa

to tie someone to something: Vincular a alguien con algo

to tie someone to: Vincular a alguien

to tip the scales: Inclinar la balanza a favor de alguien

to totter: Tambalearse

to trace: Seguir

to treat oneself to something: Darse un capricho

to treat: Tratar

to trigger: Desencadenar

to trust: Confiar

to tune out: Dejar de prestar atención

to turn special attention to: Prestar especial atención a

to unburden: Descargar

to undercut: Bajar

to undergo change: Experimentar cambios

to underline: Subrayar

to utilise: Utilizar

to utter: Pronunciar

to valorise: Potenciar

to view: Considerar

to vindicate oneself: Justificarse

to voice: Expresar

to ward off: Protegerse contra

to weave: Tejer

to weigh every word: Sopesar cada palabra

to what extent: En qué medida, hasta qué punto

to win over: Ganarse

to withdraw: Retirar

to witness: Presenciar

to woo someone: Cortejar a alguien

to yearn for: Desear algo

toll-free: Gratuito

tools: Herramientas

topics: Temas

touchstone: Piedra de toque

trace: Ápice

transition to: Transición a

transition: Transición

trap: Trampa

tremendous: Enorme

trickiest: Más espinosas

trusted: De confianza

trusting: De confianza

turning point: Punto de inflexión

turnover: Facturación

two-digit: Dos dígitos

U

ultimately: Al final

under the direction of: Bajo la dirección de

underrated: Minusvalorados

unflappable: imperturbable

unintentionally: De manera no deliberada

unique: Única

unknown entity: Organismo desconocido

unmistakable: Inconfundible

unnoticed: Desapercibido

unsatisfactory: Insatisfactorio

unserviceable: Inservible

unspoken: Tácito

upbeat fashion: Manera optimista

uppermost: Fundamental, principal

upset: Enojado

urgency: Urgencia

used-up: Usado

utility costs: Costes energéticos

utilization: Utilización

utmost: Mayor

V

vain: Vanidoso

valued: Valorado

variant: Alternativa

varied: Diversos

various sources: Diversas fuentes

various: Diversos

vehicle owner: Propietario de vehículo

vicinity: Proximidades

virtually: Prácticamente

vital: Esencial

vivid: Gráfica

vividly: Gráficamente

W

wage: Salarios

was commissioned: Se le encargó

wastage: Pérdida

waste disposal: Eliminación de residuos

wasted: Perdido

way out: Escapatoria

well-established: Bien fundamentada

well-meaning: Bienintencionado

were to be taken into account: Fueron tenidos en cuenta

what became of something: Cuál ha sido el resultado de algo

what do I get out of it: En qué me beneficia

what is at your disposal: Lo que está a su disposición

when in doubt: En caso de duda

whereabouts: Paradero

which are in need of explanation: Que necesita explicación

which can be accessed: Que sea accesible

wholesale: Al por mayor

with regard to: Con respecto a

within the realm: Dentro del ámbito

without delay: Sin demora

without noticing: Sin darse cuenta

words of salutation: Palabras de saludo

worrier: Hipocondríaco

worry: Preocupación

wrongdoing: Mala acción

Y

yield: Rendimiento

your counterpart: La otra parte